SECRETARIAT - 150 route de Ferney, P.O. Box 2100, 1211 Geneva 2, Switzerland - TEL: +41 22 791 6033 - FAX: +41 22 791 6506 www.actalliance.org

Appeal

Ethiopia Drought Response - ETH111, Revision 3

Appeal Target: US$7,621,198 Balance Requested US$2,220,641

Geneva, 10 July, 2012

Dear Colleagues,

The ACT Alliance Ethiopia forum has found it necessary to revise the current appeal to include drought rehabilitation activities and to prioritise activities based on the funding received to date. This revised appeal replaces the previous one issued on October 6th 2011, ETHrev2. New and revised parts of the document are highlighted in green colour.

Pre ETH111: The worst drought in 60 years hit the Horn of Africa, affecting more than 12.4 million people according to UN OCHA. In Ethiopia, some 4.8 million needed immediate support to meet their daily food requirements. In addition, approximately 120,000 people from Somalia crossed the border to Ethiopia and are currently living in crowded and under-resourced refugee camps in Dollo Odo. Recent conflict in Sudan has also resulted to more than 25,000 refugees crossing the border seeking refuge in Ethiopia.

The prolonged La Nina conditions in Ethiopia affected a second consecutive rain season resulting in drought. Following a complete failure of the 2010 October‐December rains and related harvests, the 2011 March‐May rains began late and were erratic. This led to the current drought, which is considered the worst in thirty years. The drought is characterised by substantial harvest failure, decrease in water availability, deteriorating pasture conditions and livestock losses in the southern, south-eastern pastoral and agro-pastoral parts of the country, including major bulgar cropping areas of Amhara, Oromia, SNNPR and Tigray.

4,567,256 people and their livestocks were identified as affected by the drought and required urgent assistance. Out of the total, 41% of the needy population is from Oromia region while 31% is from Somali region and 31% from Amhara region.

According to the Famine Early Warning Systems Network (FEWSNET) and World Food Programme (WFP) joint food security report, the cumulative effects of the failed October to December 2010 rains and the

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insignificant contribution of early 2011 rains means that food security in lowland and pastoral areas will be classified at emergency levels in the coming months until the next good rainy season. This appeal complemented the ongoing efforts by the government of Ethiopia through the Disaster Risk Management and Food Security Sector (DRMFSS), in collaboration with humanitarian partners (donors, NGOs, UN agencies).

The original appeal contained nine components. Four of these were designed to support Ethiopians in nine Districts of the Oromia Region while three components were to provide basic assistance to refugees in Dollo Odo refugee camps. The appeal components included: 1. EECMY-DASSC – Food and agricultural provision in Gasara, Meda Wolabu and Saba Boru districts (closed) 2. LWF – Provision of food in Abaya, Chinaksen and Dawe Kachen Districts (revised) 3. LWF –Watsan, psycho-social, nutrition and environmental protection activities implemented in Dollo Odo refugee camps (revised) 4. IOCC/EOC-DICAC – Food and agricultural support provided in Diksis, Arsi-Robe and Tena, Dhas(revised) 5. IOCC/EOC-DICAC – Supplemental feeding, health, sanitation and education in Bokolomayo refugee camp (Dollo Odo) (revised) 6. CA/AFD – Water, livestock and capacity building provided in Miyo district (revised to spend balance) 7. ACT Ethiopia Forum appeal coordination(ongoing) 8. External Evaluation of appeal project implementation (revised).

This revised appeal ETH111rev3 excludes the first component which has since been concluded. The appeal target is $5,400,557 which will be used to provide assistance for drought rehabilitation to the drought affected individuals targeted in the crisis phase in Abaya, Chinaksen, Dawe Kachen, Dhas, Miyo, Arsi Robe, Tena, Diksis and Liben districts of Ethiopia and to Somali refugees in Dollo Ado refugee camps.

Members of the ACT Forum in Ethiopia are: Dan Church Aid (DCA), EOC/DICAC, EECMY/DASSC, Bread for the World (BftW), Christian Aid (CA), Church of Sweden (CoS), EED, Finn Church Aid (FCA), ICCO & Kerk in Actie, IOCC, Lutheran World Federation (LWF-DWS), Norwegian Church Aid (NCA), Diakonia Sweden.

ACT Alliance members in Ethiopia have been working to provide immediate assistance to the population in Ethiopia and to the Somali refugees in the camps since the onset of the crisis in early 2011.

Requesting members in this revised appeal are The Lutheran World Federation – Department of World Service (LWF-DWS), International Orthodox Christian Charities Inc./Ethiopian Orthodox Church- Development and Inter-Church Aid Commission (IOCC/EOC-DICAC), Christian Aid/Action for Development, and Norwegian Church Aid. DCA will provide technical assistance and will work in close collaboration with the ACT Ethiopia forum coordinator to establish a complaint handling mechanism in each district through HAP Complaint Response Mechanism (CRM).

The objective of this response is: Drought affected communities and refugees` lives and livelihoods are protected through food provision, water, physical assets rehabilitation and strengthening drought coping capacity in the targeted areas.

Activities planned include: Foodfor work, water and sanitation, education, health services, malaria prevention, livestock restocking, livestock destocking and capacity building on Disaster Risk Reduction /natural resource management.

2 Project Start/Completion Date: Appeal component Project Start Completion Date EECMY-DASSC: Drought response- Gasara, Saba Boru, Meda September 2011 Febr. 2012 Closed Wolabu st st LWF: Drought response-Abaya, Chinaksen, Dawe Kachen. 1 August 2011 31 July 2012 (revised to include rehabilitation activities) st th LWF: Refugee response-Dollo Odo (revised to include rehabilitation 1 August 2011 30 Dec. 2012 Activities) IOCC/EOC-DICAC: Drought response-Diksis, Arsi-Robe, Tena, 1st August 2011 30th Dec. 2012 Dhas(revised to match the current funding to priorities) IOCC/EOC-DICAC: Refugee response-Bokolomayo Camp 1st August 2011 30th Dec. 2012 (revised to match the current funding to priorities) st th CA/AFD: Drought response- Miyo district (extended to utilize an 1 August 2011 30 May 2012 excess fund of $8,883) ACT Ethiopia Forum Coordination 1st August 2011 30th Dec. 2012 NCA/ EECMY Drought Response- Liben (extended to hand over the March 2012 June 2012 water rehab component to EECMY) st st Horn Evaluation (revised to seek funding for short fall) 1 May 2012 31 July 2012 Reporting schedule: 1st Interim 2nd Interim Final narrative Reports due ACT Secretariat narrative narrative and & financial Audit and financial financial EECMY-DASSC 1: Drought response- N/A N/A 31 March 30 April 2012 Gasara, Saba Boru, Meda Wolabu 2012 NCA/EECMY: Drought Response- Liben N/A N/A 31 Aug. 2012 30 Sept 2012 LWF 1: Drought response-Abaya, 28 Febr. 2012 N/A 30 Sept. 2012 31 Oct 2012 Chinaksen, Dawe Kachen. ACT Ethiopia Forum Coordination 28 Febr. 2012 31 July 2012 28 Febr. 2013 31 March 2013 LWF 2: Refugee response-Dollo Odo 28 Feb 2012 31 July 2012 28 Febr. 2013 31 March 2013 IOCC/EOC-DICAC 1: Drought response- 28th February 31 July 28 Febr. 2013 31 March 2013 Diksis, Arsi-Robe, Tena, Dhas 2012 2012 IOCC/EOC-DICAC 2: Refugee response- N/A 31 July 28 Febr. 2013 31 March 2013 Bokolomayo Camp 2012 CA/AFD:Drought response- Miyo N/A N/A 31 July 2012 31 Aug. 2012 district ACT External Evaluation for the Horn N/A N/A TBC Part of annual Response (contribution) ACT Secr report *Members will negotiate different reporting times with funding members who have conflicting reporting schedules. Summary of Appeal Targets, Pledges/Contributions Received and Balance Requested (US$):

Component Target Received Amount (US$) (US$) requested (US$) EECMY-DASSC 1: Drought response- Gasara, Saba 5210195 1187612 N/A- closed Boru, Meda Wolabu NCA/EECMY: Drought Response and recovery- 1,606,089 740,357 N/A- Liben component.

3 LWF 1: Drought response and recovery-Abaya, 1,814,957 1,723,640 91,317 Chinaksen, Dawe Kachen. LWF 2: Refugee response and rehab-Dollo Odo 4,466,046 2,391,851 2,074,195 IOCC/EOC-DICAC 1: Drought response-Diksis, 745,881 745,881 0 Arsi-Robe, Tena, Dhas IOCC/EOC-DICAC 2: Refugee response- 353,354 332,987 20,367 Bokolomayo Camp CA/AFD:Drought response- Miyo district 133,504 133,504 0 ACT Ethiopia Forum Coordination 68,552 37,983 30,569 ACT External Evaluation for the Horn Response 38,904 34,711 4,193 (contribution) Total 7,621,198 5,400,557 2,220,641 *LWF amount received includes $171,000 in kind contribution from NCA Please kindly send your contributions to either of the following ACT bank accounts: US dollar Account Number - 240-432629.60A IBAN No: CH46 0024 0240 4326 2960A Euro Euro Bank Account Number - 240-432629.50Z IBAN No: CH84 0024 0240 4326 2950Z

Account Name: ACT - Action by Churches Together UBS AG 8, rue du Rhône P.O. Box 2600 1211 Geneva 4, SWITZERLAND Swift address: UBSWCHZH80A

Please also inform the Chief Finance Officer Jean-Daniel Birmele ([email protected]) and the Regional Program Officer, Katherine Ireri of all pledges/contributions and transfers, including funds sent direct to the implementers.

We would appreciate being informed of any intent to submit applications for EU, USAID and/or other back donor funding and the subsequent results. We thank you in advance for your kind cooperation.

For further information, please contact: ACT Regional Program Officer, Katherine Ireri (phone +41 22 791 6040 or mobile +41 79 433 0592) or ACT Deputy General Secretary, Rebecca Larson (phone +41 22 791 6069 or mobile +41 79 376 1711)

John Nduna General Secretary ACT Alliance Secretariat

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TABLE OF CONTENT

1. REQUESTING ACT MEMBERS ...... 8

2. ACT ALLIANCE MEMBERS and PARTNER INFORMATION ...... 8

Ethiopian Evangelical Church Mekane Yesus - Development and Social Services Commission (EECMY –DASSC) ...... 8 Lutheran World Federation – Department of World Service (LWF/DWS) ...... 9

International Orthodox Christian Charities (IOCC) - Ethiopian Orthodox Church- Development and Inter-Church Aid Commission (EOC-DICAC) ...... 10 Ethiopian Orthodox Church- Development and Inter-Church Aid Commission (EOC-DICAC) ...... 10 Christian Aid (CA) - Action For Development (AFD) ...... 11 Norwegian Church Aid - Ethiopia (NCA/E) - Liben Pastoralist Development Association (LPDA) ...... 13

3. DESCRIPTION of the EMERGENCY SITUATION ...... 14

4. DESCRIPTION of the SITUATION in the AREA of PROPOSED RESPONSE ...... 16

Abaya District (LWF) ...... 16 Chinaksen District (LWF) ...... 17 Dawe Kachen District (LWF) ...... 18 Diksis District (IOC-DICAC) ...... 19 Arsi-Robe District (EOC-DICAC) ...... 21 Tena District (EOC-DICAC) ...... 23 Miyo District (CA) ...... 24 Liben District (EECMY/NCA) ...... 25

5. ETHIOPIAN DROUGHT RESPONSE...... 26

Rehabilitation activities ...... 27 Criteria for the selection of drought affected ...... 29 Criteria for the selection of refugees ...... 29 Number of targeted beneficiaries according to proposed assistance ...... 30

6. PROPOSED EMERGENCY ASSISTANCE & IMPLEMENTATION ...... 31

Appeal Component 3: LWF – Provision of food in Abaya, Chinaksen and Dawe Kachen Districts ...... 33

3.1 Situation - Crisis period ...... 33 3.2 Project implementation methodology for drought affected people ...... 33 3.3 Inputs for project implementation ...... 35 3.4 Planning assumptions, constraints and prioritization ...... 36 3.5 Implementation Timetable ...... 37 3.6 Transition or Exit strategy ...... 37 3.7 Administration & Finance ...... 37

5 3.8 Monitoring, reporting and evaluations ...... 37 3.9 Coordination...... 38 3.10 Budget (Please refer the attached excel doc for LWF’s budget details) ...... 38

Appeal component 4: LWF - Dollo Odo Refugee Camps ...... 45

4.1 Description of the emergency situation and the areas of response...... 45 4.2 Planned activities ...... 46 4.3 Proposed Assistance & Implementation ...... 47 4.4 Project Implementation Methodology ...... 50 4.5 Inputs for project implementation ...... 51 4.6 Planning assumptions, constraints and prioritization ...... 51 4.7 Implementation Timetable ...... 51 4.8 Transition or Exit strategy ...... 51 4.9 Administration & Finance ...... 51 4.10 Monitoring, Reporting & Evaluation ...... 52 4.11 Coordination...... 52 4.12 Budget: LWF – (Please refer the attached excel doc for the budget details ...... 52

Appeal Component 5: IOCC/EOC-DICAC – Food and agricultural support provided in Diksis, Arsi-Robe and Tena ...... 61

Pre ETH111 ...... 61

5.1 Activities of the project for drought affected by IOCC/EOC-DICAC ...... 62

Project Goal and Objectives ...... 62

PROPOSED EMERGENCY ASSISTANCE & IMPLEMENTATION ...... 65

5.2 Project implementation methodology for drought affected ...... 68 5.3 Project finance management and controls ...... 69 5.4 Monitoring, reporting and evaluation ...... 69 5.5 Coordination...... 69

Project duration and Implementation Timetable ...... 70

5.6 Budget: IOCC/EOC-DICAC Drought response ...... 71

Appeal Component 6: IOCC/EOC-DICAC – Supplemental feeding, health, sanitation and education in Bokolomayo refugee camp (Dollo Odo) ...... 75

6.1 Activities ...... 75 6.2 Project implementation methodology ...... 77 6.3 Inputs for project implementation ...... 77 6.4 Planning, assumptions, constrains and priorities ...... 77 6.5 Implementing time table ...... 78 6.6 Transition or Exit Strategy ...... 78

6 6.7 Administration and finance ...... 78 6.8 Monitoring, reporting and evaluation ...... 78 6.9 Coordination...... 79 6.10 Budget: IOCC/EOC-DICAC ...... 80

Appeal Component 7: CA/AFD – Water, livestock and capacity building provided in Miyo district ...... 86

7.1 Activities of the project for drought affected by CA/AFD...... 86 7.2 Implementation methodology ...... 86 7.3 Inputs for the intervention ...... 87 7.4 Implementation time table & Transit and exit strategy ...... 87 7.5 Administration & finance - PME ...... 88 7.6 Coordination...... 88 7.7 Project Budget/inputs ...... 88

Appeal Component 8: ACT Ethiopia Forum appeal coordination ...... 90

Appeal Component 9: ACT Alliance External Evaluation of appeal project implementation ...... 95

Appeal Component 10: Activities to be undertaken by NCA/EECMY-DASSC in Liben district ...... 95

10.1 Crisis period ...... 95 10.2 Project implementation methodology of NCA/LPDA ...... 96 10.3 Inputs for project implementation ...... 97 10.4 Planning assumptions, constraints and prioritisation ...... 98 10.5 Implementation Timetable ...... 99 10.6 Transition or Exit strategy ...... 100 10.7 Administration & Finance ...... 100 10.8 Monitoring, Reporting & Evaluations ...... 100 10.9 Coordination...... 101 10.10 Budget- NCA/EECMY-DASSC Emergency water schemes rehabilitation ...... 102

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1. REQUESTING ACT MEMBERS

1. Ethiopian Evangelical Church Mekane Yesus - Development and Social Services Commission (EECMY –DASSC) 2. Lutheran World Federation – Department of World Service (LWF/DWS) 3. International Orthodox Christian Charities (IOCC) 4. Christian Aid (CA) 5. Norwegian Church Aid (NCA)

2. ACT ALLIANCE MEMBERS AND PARTNER INFORMATION

ETHIOPIAN EVANGELICAL CHURCH MEKANE YESUS - DEVELOPMENT AND SOCIAL SERVICES COMMISSION (EECMY –DASSC)

EECMY-DASSC is an indigenous national church established in 1959. Structurally, the EECMY is divided into 21 synods and two work areas throughout the country. Ethiopian Evangelical Church Mekane Yesus Development and Social Services Commission (EECMY-DASSC) is a registered development wing of the church. EECMY-DASSC has been engaged in development work since its inception as the development department of the national church in 1959 operating all over Ethiopia. EECMY/DASSC is fully committed to serving the ‘’the whole person’’ addressing the physical, spiritual and social needs. EECMY-DASSC has long-term experiences with good reputation in implementing emergency response and different kinds of development activities, including the provision of life saving emergency assistance, food security, natural resource management, child and youth development, water, hygiene and sanitation, health services including HIV/AIDS prevention, gender and development and capacity building with a physical presence through its local church units in most of the administrative regions and enjoys strong support from the government and other stakeholders in the country. EECMY has a more regionalized system of project management. All DASSC projects are managed from regional offices called church units (Synods). The 2011 humanitarian plan of EECMY-DASSC will be implemented in 2 Synods in 4 different districts of Oromia region. The EECMY–DASSC Central Office has a more monitoring and liaison role. Project agreements in EECMY are made with the Central DASSC Office or with the responsible Synod when delegated by the Central DASSC. The EECMY- Church Units DASSC in their operation areas will implement the 2011 plan of EECMY-DASSC. The Central DASSC finance and relief programs will also provide technical and other related supports to facilitate the proper implementation of the program. The EECMY–DASSC central office has a key role to play in project implementation whatever funding route is used. To reflect this central office costs have been apportioned on appropriate basis across all the projects requested. The central office costs have been clearly identified as overheads in the budgets. The EECMY synods, together with local government authorities, coordinating task forces, in cooperation with local people’s organization and committees are responsible for the direct resources procurement, implementation, monitoring and evaluation of the project in each district.

8 The overall program coordination, information sharing and reporting, will be the responsibility of the Central DASSC Relief and Rehabilitation program co-ordination office and Finance unit at central level The Church units, EECMY/WBS and EECMY/SES DASSC offices will be responsible for the day-to-day implementation of the program. The project will have its own personnel comprised of the emergency response team leader, food distributors/community facilitators, store keeper and store guards in all the intervention districts. The project staff will take the primary responsibilities for effective implementation of the project. The Emergency Project Team Leader in each district will be fully responsible to lead this project with support from finance officers and other technical staff.

LUTHERAN WORLD FEDERATION – DEPARTMENT OF WORLD SERVICE (LWF/DWS)

The Lutheran World Federation Department for World Service (LWF/DWS) is a humanitarian and development organization with 40 years experience working in Ethiopia in relief, rehabilitation and development programs. Currently, LWF-ET has project activities in Oromia, Amhara, Afar and Ethiopia Somali Regional States, with focus on four strategic priority areas; food security and sustainable livelihoods, natural resource management, emergency preparedness and response and capacity building. From 1971 to date, LWF-ET has administered a budget valued at over 450 million USD through the support of agencies worldwide. During this period, the Field Programs constructed more than 123 small scale irrigation schemes, 15 earth dams and hundreds of physical soil conservation structures. Over 30,000 hectares of land has been cultivated through these schemes and more than 500,000 people attained sustainable food security. LWF has expertise and long years of experience in the construction of irrigation schemes, schools, and health posts which greatly increases remote community’s access to increased food production, education, health services and potable water supply. Currently, LWF-ET concentrates on community based and people centered development activities by implementing Integrated Community Development Projects (ICDPs) on a long term development basis. The ICDPs focus on agricultural development, soil and water conservation, natural resource management and community capacity building. LWF has been involved in emergency relief support since the early 1970s. In recent years (2008-2009), LWF-ET has undertaken humanitarian relief projects which benefited over 40,000 people in food insecure areas of Ethiopia. Activities in Dawe Kachen included the provision of food aid through food- for- work approach. In Abaya, LWF intervened by providing food aid to 6,700 undernourished children and lactating and pregnant women and also supplied some 1,840 farmers with short maturing crop seeds as part of its rehabilitation effort to kick start the community’s food production. Currently, LWF-ET is implementing emergency response and risk mitigation interventions in Dawe Kachen and Goro Districts of Bale zone of Oromia region reaching a target population of 8,000 and 18,350 individuals respectively and with a budget of 242,329 Euro for Dawe Kachen and 1,373,651 CAN$ for Goro. LWF is also committed to the rights of the marginalized and vulnerable refugees and supports them through emergency relief and disaster risk management, peace reconciliation and human rights, gender equity promotion and sustainable livelihoods programs. Following an invitation of UNHCR and Ethiopian Government, LWF started refugee camp operation since 2007 with Aw-barre (Teferi Ber) camp. It expanded refugee camp operation in 2008 for Sheder camp and Kebribeyah. The total refugee

9 population in these three camps is approximately 40,000. LWF activities for these camps are funded by UNHCR, FinnChurchAid (FCA) and Church of Sweden/SIDA. LWF will implement the proposed assistance in accordance with the ACT principles, guidelines and the principles of the humanitarian Code of Conduct for the International Red Crescent Movement and NGOs in Disaster Relief and Humanitarian Charter. The organization is willing to work according to the Sphere standard. The project will have its own personnel comprised of the emergency response team leader, emergency response officer, food distributors/community facilitators, store keeper and store guards in all the intervention districts. The project staff will take the primary responsibilities for effective implementation of the project. The Emergency Project Team Leader in each district will be fully responsible to lead this project with support from finance officers and other technical staff.

INTERNATIONAL ORTHODOX CHRISTIAN CHARITIES (IOCC) - ETHIOPIAN ORTHODOX CHURCH- DEVELOPMENT AND INTER-CHURCH AID COMMISSION (EOC-DICAC)

IOCC has it’s headquarter in Baltimore, Maryland. The mission is to offer emergency relief and development to those in need worldwide, without discrimination. In Ethiopia, IOCC, together with the Ethiopian Orthodox Church Development and Inter-Church Aid Commission (EOC-DICAC) has been implementing a USAID/PEPFAR funded HIV and AIDS prevention and care and support program since 2004. Over 11 million Ethiopians have been reached to date, and the total funding over seven year will be neatly 13 million USD. Additionally, in 2009 IOCC has received grants from the U.S. Embassy to work with refugees in Ethiopia in sexual and gender-based violence, and from USAID to promote employability of people with disabilities. Since 1992, IOCC has implemented over 300 million USD in relief and development program in 33 countries around the world. In Romania, IOCC provided extensive mentoring and technical support to its partner the Romanian Orthodox Church (ROC), in supporting victims of trafficking, including temporary sheltering, psychosocial and medical support, vocational training, and repatriation to their country of origin.

ETHIOPIAN ORTHODOX CHURCH- DEVELOPMENT AND INTER-CHURCH AID COMMISSION (EOC-DICAC)

The Ethiopian Orthodox Church (EOC) is an apostolic, indigenous historical Church. Its history is inseparably linked with the history of the Ethiopian people. In the course of its long history, the Church acted as a decisive national religion standing for the independence and unity of the country and the people. EOC is also one of the founding members of the World Council of Churches (WCC) and the All – African Conference of Churches (AACC). The Church has half a million clergies, more than two million Sunday school youths and forty thousand Churches and Monasteries throughout the country. One can find EOC Church at least in every Peasant Associations (PA), even in remote and often inaccessible locations. In addition to the spiritual activities, these Church institutions and clergies have long been an effective strategy to implement relief, rehabilitation and development related programs. In order to facilitate and speed up the emergency, rehabilitation and development activities in the country, EOC has established

10 the Development and Inter-Church Aid Commission (DICAC) in 1972 by a legal notice No.415 of 1972 as a development wing of the Church. In its 39 years of cumulative experience, it has demonstrated its firm commitment by being directly responsible for supporting and coordinating relief, rehabilitation and development efforts in the country. EOC-DICAC has also been able to successfully facilitate a number of grass roots development initiatives in various parts of the country. Since 1997, EOC-DICAC has adopted projects on areas of integrated rural development, food security, water supply, hygiene & sanitation, relief and rehabilitation, refugee and returnee affairs and other cross-cutting programs such as HIV/AIDS pandemic, peace building and gender development, in different parts of the country. In its relatively long years of experience, this approach was found to be an effective strategy to address the development endeavors of DICAC and the Ethiopian Orthodox Church in general. EOC-DICAC is also a founding member of Christian Relief and Development Association (CRDA), which is the umbrella organization of NGOs in the country and Joint Relief Partnership (JRP), which has rescued hundreds of thousands of vulnerable communities in 1985/1986, when the country was stricken by droughts and famine. It is also a member of the Ethiopian Interfaith forum for Development Dialogue and Action (EIFDDA). EOC-DICAC worked bilaterally and in collaboration with other non-governmental organization and faith based organizations such as ACT Alliance Ethiopia Forum and EIFDA. It is endowed with experienced and committed professionals and material assets and facilities which are crucial for the project implementation. It has been and administrating huge amount of USAID funds, global funds, EU and UNHCR funds for the intervention of HIV/AIDS prevention and control, rural livelihood improvement, community based health and nutrition, potable water supply, hygiene and sanitation, refugees and returnees social service projects. Owing to EOC-DICAC ‘s structures which is extended up to grass root level, it has a big implementation opportunity, information flow and networking both with communities and government bodies it works with. With especial condition EOC-DICAC has a rich experience in responding to the emergency needs of communities and rehabilitation activities in partnership with ACT International, JRP (Joint Relief Partnership) and CRS. EOC-DICAC is committed to comply with all the responsibilities included in the membership. It would implement the proposed assistance in accordance with the ACT principles, guidelines and the principles of the Code of Conduct for the International Red Crescent Movement and NGOs in Disaster Relief and Humanitarian Charter. Concerned staff of the organization has attended different trainings such as SPHERE standards and the HAP that would enable them equip with the necessary principles to comply with. The project will have its own personnel comprised of the emergency response team leader, emergency response officer, food distributors/community facilitators, store keeper and store guards in all the intervention districts. The project staff will take the primary responsibilities for effective implementation of the project. The Emergency Project Team Leader in each district will be fully responsible to lead this project with support from finance officers and other technical staff.

CHRISTIAN AID (CA) - ACTION FOR DEVELOPMENT (AFD)

CA is a relief, development and advocacy agency of 41 sponsoring churches in Britain and Ireland. It was founded in 1945 when Christians went to offer relief in post-war Europe. From its early days Christian Aid has assisted people and communities on the basis of need, regardless of race and religion. CA works through mutually accountable relationships with partners in more than 50 developing countries around

11 the world including Ethiopia. All CA supported programs are implemented through local partners who have core competencies and adequate experience of humanitarian and risk reduction work. Currently, CA works with more than 22 partners in Ethiopia.

Christian Aid support to Ethiopia dates back to 1974/75 following the great Ethiopian famine however its country office has been established since 1998. CA’s country office is composed of Country Manager, Program, Finance & Compliance, and Business Systems Managers; among the six Program Officers is a full-time Emergency Program Officer responsible for managing humanitarian programs and also the support staff. The Ethiopia Emergency work is technically supported by the Regional Emergency Manager and Regional Program Funding Department housed in Nairobi, Kenya. Christian Aid’s country strategy emphasizes the development of resilient communities that are capable of withstanding potential shocks and/or disaster risks focusing on marginalized areas. Accordingly, Christian Aid has been supporting community empowerment initiatives and major emergency projects in Borana, Sidama and south Omo. Currently CA supported development project are operational in South Omo, Wulbareg Sankura, Kambatta Tambaro zones in SNNPR and in Oromiya region. In South Omo Christian Aid supported Disaster Risk Reduction (DRR) project implemented by AFD has benefited more than 70,000 people in the three woredas of Dasenech, Malee and Nyangatom respectively. During 2009-10 CA through Irish Aid funding has supported relief food assistance to more than 46,000 beneficiaries in Boricha and Shebedino, both in Sidama zone in the Southern Nations, Nationalities, and People's Region (SNNPR). The EU/CA funded Water and Food Facility project in South Omo is under implementation by Action For Development (AFD) and Agri-Service Ethiopia (ASE). Currently CA/ECHO supported project worth Euro 600,000 is working towards enhancing the coping capacity of pastoralist communities in two woredas of Hamer and Dasenech. CA will take the overall responsibility for implementation of the proposed assistance in accordance with the ACT principles, guidelines and the principles of the Code of Conduct for the International Red Crescent Movement and NGOs in Disaster Relief and Humanitarian Charter. Action For Development (AFD) AFD is an Ethiopian Residents Charity that evolved from the UN Food and Agriculture Organization (FAO)- operated Freedom From Hunger Campaign (FFHC/AD) which had been implementing various development, rehabilitation and emergency response programs in the drought prone areas of Southern Ethiopia, since the mid-eighties. AFD envisions a society where poverty is eradicated, and people lead a dignified life in an enabling environment, with missions of partnership with other development actors, complements the self development initiatives of pastoral and other rural communities in the dry lands of Ethiopia through mobilizing local and external resources and undertaking programs in rural/pastoral livelihoods diversification, water resource development, community managed disaster risk reduction and capacity building of communities and service providers, with the mainstreaming of such issues as gender, HIV/AIDS and environmental concerns. In line the operational contexts and the development issues, AFD over the last decade and more have witnessed competency in areas of panning and responding to humanitarian emergency requirements with multi-donor based funding side by side with its regular development project planning and implementation mainly focused to the following themes: livelihood security and disaster risk reduction, water resource and other NR development & management and external capacity building and cross cutting issues.

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The project will have its own personnel comprised of the emergency project coordinator and four water monitors. The emergency project coordinator will organize and lead the project implementation process, will manage the planning, implementation & coordination of the project, will work on communication, networking and collaboration with other actors and the project holder and be responsible for overall communication, preparation & submission of project reports. The four water monitors will follow up water tracking tanker tracks, record time, quantity and quality of water, fuel usage and beneficiaries at each sites, lead the driver to potential water sources and damping stations. AFD’s mission, vision and portfolio of work are consistent with Christian Aid's chosen programmatic focus. Recent work funded by CA includes various activities in South Omo zone, particularly: a disaster risk reduction project in three woredas; an EU-funded Food Facility project in Maale woreda, and an ECHO-funded Drought Preparedness Project in Hamer Woreda. AFD is also currently receiving money from other donors for work in other woredas both in SNNPR and Oromiya Region. Christian Aid is committed to working with Action for Development in the far south of Ethiopia in order to enable the organization to reach its goals. The organization has demonstrated its capacity to deliver effectively in both humanitarian and development work. It is currently already undertaking humanitarian response activities in other parts of Borena zone in response to the 2011 drought, and is therefore in a strong position to scale up its activities in Miyo woreda, where the need for further response is dire and urgent. Christian Aid firmly believes that the inclusion of AFD into this ACT Appeal will add value and capacity to the portfolio of partners delivering the ACT Alliance’s joint response to the worst drought to hit East Africa in 60 years.

NORWEGIAN CHURCH AID - ETHIOPIA (NCA/E) - LIBEN PASTORALIST DEVELOPMENT ASSOCIATION (LPDA)

The Norwegian Church Aid/Ethiopia (NCA/E) is an ecumenical, diaconal, and a humanitarian and development organization with over 37 years experience working in Ethiopia in emergency, rehabilitation, long-term development and advocacy. Currently NCA’s thematic areas in Ethiopia focus on Livelihood & Trade, Women Development, Climate Change Adaptation, Water, Sanitation & Hygiene, Social Mitigation of HIV and AIDS, and Faith Communities & Peace. NCA/E supported programs are implemented through partners that include main partners, strategic partners, resource partners and support partners except water, sanitation and hygiene that is directly implemented by its own implementing team. The programs are being implemented almost in all parts of the country. NCA/E has selected Liben Pastoralist Development Association (LPDA) as its co-implementing partner on the ground. NCA/E as its grass root partner has implemented two projects with LPDA in Liben district that were accomplished successfully. Thus, NCA/E has decided to implement the project with such grass root community based and well organized and experienced local organization. However, as LPDA is not member of AEF, NCA will take the overall responsibility for implementation of the proposed assistance in accordance with the ACT principles, guidelines and the principles of the Code of Conduct for the International Red Crescent Movement and NGOs in Disaster Relief and Humanitarian Charter. NCA/E has decided to undertake this short-term rehabilitation work through EECMY-DASSC as its implementing partner.

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Liben Pastoralist Development Association (LPDA) LPDA is a local NGO established by pastoralist elders and committed pastoral background development activists in 2006 in Liben District. LPDA has reliably built its capacity in designing and implementing as well as managing projects to the felt needs of pastoralist communities. Moreover, it has established smooth and sound relationships with the community and their traditional governance /the Gada system/, the local government and partners.

3. DESCRIPTION OF THE EMERGENCY SITUATION

Pre ETH111 The prolonged La Nina conditions have affected a second consecutive rainy season, which resulted in the deterioration of food security situation in the drought-affected areas as well as in some Belg- cropping parts of Ethiopia (Belg = rainfall from January to April). Following a complete failure of the 2010 October - December rains and related harvests, the 2011 March‐May rains began late and performed erratically which was by some measures considered as the worst in thirty years. These situations have led to substantial harvest failure, a decrease in water availability, deteriorating pasture conditions and livestock losses in the southern, south-eastern pastoral and agro-pastoral parts of the country, and major Belg cropping areas of Amhara, Oromia, SNNPR and Tigray. According to the latest Famine Early Warning Systems Network (FEWSNET) and World Food Program (WFP) joint food security report, the cumulative effects of the failed October to December 2010 rains and the insignificant contribution of early 2011 rains means that food security in lowland and pastoral areas will be classified at emergency levels in the coming months until the next rainy season between October and December 2011. Areas most affected and becoming of a particular concern due to the La Nina induced drought that has set in over much of the Horn of Africa and the failure of Belg season rains include Borena, Guji, Bale, and the southern and central zones of Somali, Amhara, Tigray and Afar regions. While the “Joint Government and humanitarian Partners” report findings of the latest Belg assessment and on the humanitarian need requirement report is expected to be issued in a few days, Humanitarian agencies estimate 3.2 million people require humanitarian assistance. In drought affected pastoral and agro-pastoral areas of south and south-eastern lowlands of Ethiopia, most of the areas are dry and with no pasture and water. This has resulted in the death of considerable number of livestock. According to OCHA (13 June 2011), as a result of the impact of La Nina, milk yields declined more than 80% for cattle and 50% for camels; no goat milk production was recorded. Herd size has decreased to approximately 20 to 40% of normal for cattle; 65 to 80% of normal for shoats; and 60 to 75% of normal for camels due to increased livestock death, sale and slaughter, including of newborns. Very little planting was done in either riverine or rain-fed agro-pastoral areas. Staple cereal prices remain much higher than last year making it difficult for pastoralists to meet the food needs of families. The combination of extremely high food prices and average to below‐average livestock prices has substantially eroded their purchasing power.

14 The situation in the Belg cropping areas of Amhara, Oromia, SNNPR and Tigray is equally worrying due to the complete failure of the Belg season rains. According to global information and early warning system on food and agriculture (GIEWS, 26 – May 2011), in major Belg cropping areas in Ahmara, Oromia SNNPR and Tigray, the 2011 Belg short-rains were late by more than six weeks and poorly distributed. An early multi-agency Belg assessment has just been carried out and, although its results are not yet available, crop production is likely to be very poor. In particular, inadequate moisture has led to a near total failure of sweet potato production in central and eastern SNNPR, where the crop is crucial for local food security during the lean season from early March until the Belg harvest in May/June. Damages to flowering coffee plantations, an important cash crop, are also being reported. The unfavorable Belg rains have also affected land preparation and planting of long cycle Meher crops (Meher = main rainy season from June to September), such as maize, sorghum and millet, especially in the lowlands, while in many areas of Tigray and Amhara regions farmers have switched to planting short cycle varieties. Given the loss of livestock, crops, and reduced purchasing power, in the drought affected areas; households across all livelihood zones could not meet livelihood protection needs. The deterioration of the food security situation has had an intensified impact on nutrition in the affected areas, with monthly reports from Therapeutic Feeding Programs (TFPs) showing increasing admissions trends in most La Niňa-affected woredas over the past months. Due to this fact, reports from the Multi Agency Nutrition Task Force (MANTF) meeting held on 9 June 2011 indicate in some areas of Somali, SNNPR, and Oromia, rising admission rates to Outpatient Therapeutic Programs (OTPs) and Stabilization Centers (SCs) increasing admissions to Therapeutic Feeding Programs (TFPs) was observed in May compared to April 2011. East Africa Food Security Alert of FEWS NET (June 7, 2011), also states that recent nutrition surveys indicate global acute malnutrition (GAM) prevalence of as high as 23 percent in Meda Welabu woreda of Bale zone. Somalia remains at the centre of one of the worst humanitarian crisis in the world today. A quarter of Somalia population of 7.5 million is estimated to have been uprooted by violence and drought. Conflict in southern central Somalia continues unabated, causing a great number of civilian causalities and massive displacement. This is compounded by one of the worst drought in the last five years which has destroyed crops and decimated livestock, resulting in high food price. The combined impact of political instability, violent conflict and drought, has largely exhausted the coping mechanism of the majority of the Somali population. This dire situation in Somalia is forcing unprecedented numbers of Somalis to cross its border into neighboring countries. More than 140,000 Somalis have been forced to cross the borders so far this year. In June alone, more than 55,000 people fled across the borders into Ethiopian and Kenya three times the number of the preceding month. Currently, nearly 145,229 Somali refugees are hosted Bokolmanyo, Malkadida, Kobe, Dollo Ado transit centre, and in the reception centre. These numbers of figure is already five times higher than projections. Many of the new arrivals are in extremely vulnerable state and require intensive emergency support. To respond to the unfolding massive humanitarian crisis, UNHCR is presenting and urgent appeal to address life saving needs. As a result, various humanitarian agencies have shown their interest to work on water Sanitation and hygiene promotion, nutrition, primary health care and health promotion, mental health, Sexual and Gender-Based Violence (SGBV), environment, food and non-food items distribution, and emergency education.

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4. DESCRIPTION OF THE SITUATION IN THE AREA OF PROPOSED RESPONSE

It should be noted that components of the Appeal ETH111 were to be implemented in nine districts of Ethiopia: The efforts made to address the immediate needs identified in the February 2011 Human Requirement Document have contributed to saving lives. In the LWF operational areas, the proposed arrangement consisted of emergency food distribution for four months followed by eight months of rehabilitation activities. However, due to budget shortages and tardiness of budget disbursement, the proposed activities had to be reshuffled. The allotted 4 months timeframe for food distribution was reduced to three months, as the funds received in 2011 were only sufficient to purchase food for three months. The fund that was finally disbursed in 2012 was meager (only about 177,000 USD, see attached excel sheet for detailed budget breakdown) which is inadequate to undertake rehabilitation activities in three districts for 8 months each. Hence, the planned rehabilitation project was completely abandoned. This third revision is written to transfer the lately received funds for this drought response project to Somali Refugee Assistance Project in Dolo Ado, which is also part of the same appeal. As the needs of the Somali refugees are still large and given that the funds cannot be used for rehabilitation activities in the districts, transferring the funds for assistance in Dolo Ado is believed to be a viable and much needed option. The following section provides the description of the situation in the areas of proposed response at the time of the second revision of this Appeal.

ABAYA DISTRICT (LWF)

Current situation in the area Abaya is among the drought prone districts in Oromia region, where there has been serious depletion of household assets due to cyclic drought. Due to the prolonged drought in 2011, short maturing crops like cabbage, sweet potatoes, haricot beans and teff, which bridge the April to June food gap have completely failed in 2011. On top of the food shortage, a malaria epidemic had caused a major health problem in the area. As a copping mechanism, many of those affected by drought were selling meager household assists and were engaging in daily labor activities such as cutting down trees and charcoal production to earn an income. Collection and sale of firewood was another copping mechanism in the area to make up for the shortfall in food production.

Impact on human lives According to the Regional Disaster Prevention & Preparedness Commission (DPPC), there were a total of 15,186 people in critical need of food aid in Abaya, which was classified as priority 2 drought hotspot area. Chronic drought was the main cause for this emergency appeal, with the damage primarily affecting crop production and human health due to the malaria epidemic. Consequently, one harvest season has totally failed and nothing was harvested.

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Security situation There are currently no security problems in Abaya at the time of both the initial appeal and the second revision. In regards to communication, most Kebeles are accessible by road only during the dry season. There are telephone services at Kebele offices which are solar powered.

Location of proposed response Abaya District is located a distance of 366 kilometers south of Addis Ababa, in Borena zone of Oromia regional state. The total population of the district is estimated at 114, 374 people living in 27 Kebeles. The male to female ratio is 50:50. Some residents of Abaya district are agro-pastoralist while others are farmers practicing sedentary life. A total of 19 kebeles were said to be affected by the drought. LWF has been implementing Integrated Community Development Projects (ICDP’s) in Abaya district and in some of the Kebeles under consideration for the response. At the time of both the initial appeal and the second revision, there are no other organizations or government office’s supporting this community, which is why these are targeted for intervention. There was no response in these locations except that of the regular development project under implementation by the LWF.

CHINAKSEN DISTRICT (LWF)

Current situation in the area The mainstay of the Chinaksen community is crop production and livestock rearing, both of which are dependent on rainfall and rain effectiveness. There was shortage of rain both in intensity and distribution during the previous season just before the second revision to this appeal was written. The crop harvest failed, creating a considerable food shortage. The situation was compounded by the fact that the district received little or no rain up until April 2011. Due to this drought, most livestock were in bad condition, particularly in ten kebeles of the district.

Impact on human lives According to information obtained from the Regional Disaster Prevention and Preparedness Commission (DPPC), this situation, though the degree of severity varies, had greatly affected almost all of the rural kebeles in the district and currently 14,736 people are in need of emergency food assistance. Chinaksen district was declared a priority 1 hot spot in the Ethiopia Humanitarian Country Team special report.

Security situation Currently, there is no security problem in the proposed Kebeles or in the district as a whole.

Location of proposed response Chinaksen district is located in west Hararge zone of Oromia region. It is located at a distance of 620 kilo meters from Addis Ababa. The district consists of 51 Kebeles, 3 of which are urban and the remaining 48 are rural. The population of the district is 129, 871 according to the 2009 census (53% are male while, 47% are female). Crop production is an important occupation for most of the communities in the district. Maize and sorghum are the main crops grown in the rural Kebeles. Livestock rearing is the main economic and cultural foundation for the majority of the community. Cattle, camel, sheep and goats are dominant livestock in the district.

17 LWF has been implementing an Integrated Community Development Project in the district since 2006, and in some of the kebeles identified as in need of assistance. In addition, there are no other organizations that were ready to support those needy people. LWF already had a well organized and well staffed office in Chinaksen town which helped the implementation process of the proposed response at a minimal cost.

DAWE KACHEN DISTRICT (LWF)

Current situation in the area Drought is a major problem in the district of this pastoralist area. The main cause of drought is the cyclical failure of seasonal rain. The failure of the “hageya” rains during the months of September/October, the drought during the month of March combined with an armyworm infestation after the late rain during the month of May 2011, had created a life threatening situation in the target district. The pastoralist community’s livelihood, which revolves around livestock, became out of production due to lack of feed and water. This situation had resulted in famine and was accompanied by different diseases such as meningitis, measles, and others. As a copping mechanism, people migrate to other areas out of the district where they can sustain their lives and their livestock. As a coping mechanism, people migrated to other areas out of the district where they can sustain their lives and their livestock before the intervention. However, following the emergency food assistance by LWF with funding from DCA, the situation has been improving for some time. But, following the Oromia Region Disaster Prevention and Preparedness Commission’s (DPPC) declaration of 11,050 people in need of urgent food assistance, the response through the ACT appeal came about in the district.

Impact on human lives in the area The main livelihood of the community is livestock rearing and the absence of rain had resulted in the degradation of rangelands and the depletion of water sources. This had caused mass death of livestock and forced migration of the community to other areas in search of water. The Federal Government had ranked Dawe Kachen as priority 1 hot spot district in 2011. A total of

11,400 people were receiving emergency food assistance and water rationing through LWF’s emergency response at the time of the second revision to this appeal. Additional 11,050 people who were in dire need of emergency intervention were assisted through the ACT response. Through the food assistance, apart from the main objective of saving lives, the intention was also to link the emergency food assistance with the on-going disaster and risk reduction project in the district so that affected communities would recover and build resilience to further shocks. Currently, another emergency assistance is going on in the district targeting 8500 affected people with funding from DCA/ECHO which will last till March 2012. However, the situation on the ground signifies more time is required to achieve the aim of linking the emergency food assistance and the corresponding food for work activity results with the DRR initiative.

Security situation in the area There was no major security problem in the area expect for some conflict between pastoralists over the limited water available. In regards to communication, there is a newly constructed all weather road to the district. However, some parts are still not accessible during the rainy season. There is solar based wireless telephone in the district but it is not active much of the time. The construction of a mobile telephone network has been finalized recently and the problem of telephone service is solved.

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Location of proposed response Dawe Kachen is located in Bale zone of Oromia region. It is 565kms away from Addis Ababa. The emergency intervention is planned to serve about 14 Kebeles of the district. The drought and its impacts had gone beyond the capacity of the local communities and the local government to solve. Mitigation of this humanitarian situation was urgently needed to prevent further deterioration in the affected areas. LWF was already supporting 11,050 people after the second revision to this appeal, in addition to the ongoing drought preparedness project in the district. LWF already had an establishment in the area to implement this emergency project.

DIKSIS DISTRICT (IOC-DICAC)

 Pre ETH111 situation: According to the Woreda Agriculture and Rural Development Office this woreda is characterized by continuous failure of both Meher and Belg seasons for the last 8 years. The 2010 crop failure in this woreda according to the informants however, is the worst when compared with the past 8 years of cropping seasons. Out of the 562,730 quintals of crops , which is planned to be harvested in the 2010 meher season in the woreda (district), only 128,056 quintal was achieved (77% of crop failure). To make things worse, Diksis woreda has also experienced 100% crop failure in the Belg season. The causes of crop failure in this woreda are late on set of the Belg rains and early cessation of the same, late start and early cessation of the meher season rains in some rural areas of the woreda, erratic and inadequate rains in others. Yellow rust and the crop damage from excessive rains are also reported in four peasant associations. Communities have exhausted most of the mechanisms they have been coping with such bad times; and now waiting for humanitarian assistance. In the April 2011 government appeal, the number of people requiring humanitarian assistance was 8,852; while according to the June/July 2011 similar government appeal, there are currently 12,000 people in need of emergency assistance (showing 135.5% increment). This implies that the situation in the woreda would be deteriorating even further in the months to come.

 Situation during ETH111 implementation:

According to the 2012 government appeal, there are currently 13,440 and 6,415 people in need of emergency food assistance in Arsi robe and Tena woredas of Oromiya region respectively. Diksis however, was not included in the appeal document. While implementing the rehabilitation components in these woredas, the project office personnel have witnessed the deteriorating humanitarian situations in the respective weredas. According to the project offices, the 2012 droughts has fuelled and aggravated the impact of the 2011 droughts. The respective wereda administration offices have requested the project offices for food assistance and to further strengthen the rehabilitation components being implemented by ETH111. The IOCC/EOC-DICAC team, which has been in these weredas to monitor the implementation of these ETH111 activities has also proved the relevance of this information. The wereda administration bodies, wereda agriculture and rural development offices, energy and water mines offices and women, children and youth affairs have expressed the need for humanitarian assistance and rehabilitation activities in the discussion with the monitoring team. There is

19 also a great concern and worry that the current deteriorating humanitarian situation in these woredas would negatively affect the implementation of the ETH111 on-going rehabilitation activities.

In response of the 2011 droughts, only a small amount of funding was committed for IOCC/EOC-DICAC’s drought response component of the ETH111 appeal document. It has been since mid November 2011, that donors provided a significant funding. This was sufficient to begin drought response interventions. However, due to the delay of the funding response, the anticipated relief phase of the drought response could not be implemented.

Meanwhile, IOCC and EOC-DICAC jointly conducted rapid assessment following the funding situation improvement. The assessment has been conducted at Woreda, Zone and Federal level. The assessment was intended to assess the current situation in the targeted areas ( Arsi Robe, Diskis and Tena Woredas) in order to prioritize intervention activities matching the available funding. The findings of the assessment and discussions made with both the Federal and Zonal Disaster Risk Management and Food security Sector (DRMFSS), local government authorities such as the Woreda administration, water mines and energy, agriculture and rural development, women, children and youth affairs revealed that communities in these weredas will need further emergency assistance and rehabilitation activities.

Considering the situation, IOCC and EOC-DICAC reached an agreement to start-up the approved rehabilitation component of the current ETH111 (second revision) drought appeal in all targeted areas of IOCC/EOC-DICAC as soon as possible.

Meanwhile, a new DRMFSS 2012 appeal was launched in mid January, which disclosed significant reduction of number of people that need relief food assistance (reduced from 4.5 in 2011 to 3.2 million in 2012) due to overall good performance of the 2011 kiremt and deyr rains which has resulted in favourable harvest prospects in most parts of the country. According to the disaggregated woreda figures obtained from the government Disaster Risk Management and Food Security Sector, Arsi-robe and Tena Woredas still need relief food assistance with a total of 13,440 and 6415 people respectively requiring the assistance from for 2012; while Disksis Woreda is out of the relief distribution list.

IOCC and EOC-DICAC have worked with AEF and ACT alliance as well as other implementing partners and decided to include the response to the 2012 need through the extension of the current appeal in staid of issuing new appeal.

Impact on human lives As the situation is getting worse from time to time, children are becoming malnourished. According to the woreda health offices, the MAUC of most children, who have come to the hospitals from Dikisis to get medical treatment, is less than 12 cm. The woreda health office reported that there currently 300 admitted children in the woreda hospital due to starvation and malnutrition. It is also reported that communities start to down size the ration that they usually provide to their children. Contacted community members stated that most of the communities are obliged to have one meal (with small ration) usually lunch and ignoring breakfast and dinner. There are also community members who change their feeding habits (preference of roasted crops provision for children to baked injera), which is unusual scenarios in the woreda.

Community members have been reported to be frustrated since they are not able to provide food and send their children to school duet to food shortage. The e woreda administration office was keen to

20 explain to the EOC-DICAC team that it has been common to see children stayed home or went to with their parents, who migrate in search of daily labor for subsistence living to other areas. Currently, there are 1,026 school dropouts in the woreda. In the past, there was usually a social norm among communities of diksis woreda, by which the better off could support for those who depleted their resources to cope with the situations. However, this norm seems no longer to exist due to recurrence of draughts that turned all the households in rural areas to resource less and impoverished. According to the woreda authorities, some community members start to migrate to nearby urban towns of adjacent zones such as Bale and even to Djibouti to look for casual labor for a living since they exhausted all the other coping mechanisms.

Security situation Diksis is one of the adjacent areas, where EOC-DICAC has long been intervening emergency relief and development projects. The political situation in Diksis is stable and there is no any conflict associated either with religion or ethnicity/tribalism. Most of the rural Peasant Associations (PA) have accessible roads to the woreda capitals. There is transportation access to Nazreth, Addis Ababa and Asela, the capital of the zone. There is telecommunication access and electric service.

Location Diksis is situated 27 Km from Arsi robe. The distance of the woreda from Assela and Addis Ababa is about 76 and 247 Kms respectively. According to the woreda agriculture and rural development office, currently, the woreda is divided into 14 Kebeles with a total population number of 78,315, out of which the number of female comprises 38,950 while male constitute 39,365.

The agro-ecological zone of the woreda generally is 100% dega. The rainfall ranges from 700-1200mm. It has a bimodal rainfall pattern i.e. from January to April (Belg) short rain and from June to September (Meher) main rainy season. The temperature of the woreda ranges from 16-260C. The woreda has no perennial rivers. The major crops and vegetables grown in the woreda are wheat, barley, teff, maize, sorghum, pulses, Fenugreek, potato and onion.

ARSI-ROBE DISTRICT (EOC-DICAC)

 Pre ETH111 situation: The Arsi-Robe Agricultural and Rural Development Office 2010 annual report revealed that it was planned to cover 41,620 hectares of land with various types of seeds in order to harvest/get 1,216,247 quintals of food crops in the Meher cropping season. However, it was only 644,898 quintals that they achieved; implying that 47% of the total planned crop produces was failed. It was also reported that 90% of 4,145 hectares of crop land has been devastated in 10 PAs of the woreda due to excessive rains and early secession. The excessive rains that occurred in August 2010 in this woreda have also ruined water points (ponds, springs and hand-dug wells. According to the woreda authorities the number of people in need of emergency assistance is 80,658; which is massive figure and by far beyond that indicated in the (April and June /July government appeals). In the April 2011 government appeal the number of people requiring humanitarian assistance in this woreda was 8,000; while according to the June/July 2011 similar government appeal, there are currently 17,000 people in need of emergency assistance (showing 212.5% increment) and implying that the situation in the woreda would be deteriorating even further in

21 the months to come. Despite this frustrating and deteriorating humanitarian situation in the woreda however, there are no humanitarian interventions so far in the area.

Impact on human lives Similar to the situations in Diksis, it was reported that, the Mid-Upper-Arm-Circumference (MAUC) of most children, who have come to the Arsi-Robe hospital for medical treatment, is less than 12 cm. The woreda health office reported that there are currently 351 admitted children in the woreda hospital due to starvation and malnutrition. It is also reported that communities start to down size the ration that they usually provide to their children. It is now months since communities started decreasing their meal to one; usually lunch and ignoring breakfast and dinner. There are also community members who change their feeding habits (preference of roasted crops provision for children to baked injera), which is unusual scenario in normal times. The shortage of pasture, forage and water in the woreda due to the drought also attributed to the poor physical performance and death of livestock. According to the woreda administration and agriculture and rural development office, the pasture and water points in the areas are dried-up. The zonal woreda agricultural office reported that a total of 929 head cattle and 426 equines have been died in the woreda.

According to the woreda education bureau the number of school dropout children has been increasing even though the final semester was approaching. It is reported that there are currently 970 school dropouts in the woreda. The woreda administration told EOC-DICAC team that though, it is not massive, community members started migrating to other areas including to the Sudan and Djibouti since they became desperate of the situations and since they depleted the coping mechanisms. According to contacted community members and the woreda administration office, most of the needy communities have depleted productive assets such as 9 cow, sheep and goat by selling for cheap prices to purchase food grains to save lives. There are even unfamiliar coping mechanisms that communities apply for survival. It has been witnessed community members selling calves, which, in the past had been assumed as a cultural taboo. Minimizing the size of food ration, scaling down the number of three meals to one and changing feeding habit (preference of roasted crops provision for children to baked injera), which are unusual scenarios and destructive coping mechanisms have been reported in the woreda. (Injera = is a yeast-risen flatbread with a unique, slightly spongy texture, traditionally made out of teff flour).

Due to the crop failure in both Meher and Belg seasons, the supply of crops/cereals to the existing markets has been decreased in the year. This led to the soaring prices of food crops. The agricultural and rural development offices explained that the price of main crops is getting higher and higher in May and June 2011 as compared with the prices of the past 3 and 4 months. The prices comparison analysis made for the months of December 2010 and June 2011 on 8 main crops have shown an average increment of almost 50%.

Security situation Arsi-Robe has been one of the emergency relief and rehabilitation intervention areas of EOC-DICAC for the last 8 years. The political situation in of the woreda is stable and there hasn’t been any religion or tribal conflict since EOC-DICAC started intervention in the area. There infrastructure and facilities in Robe are the best when compared with the other two woredas. The woreda peasant associations are accessible and there is transportation access to Nazareth, Addis Ababa and Asela, the capital of the zone. There is also a telecommunication access and electric service.

22 Location of proposed response Aris-Robe is found in Arsi Zone in the Oromia regional state. The woreda lies 270 KM south east of Addis Ababa. It is currently divided into 32 Peasant Associations (PAs or kebeles) with a total population number of 170,196 with nearly equal male to female proportion. The main crops grown in the woreda are maize, wheat, teff and oil crops. Arsi-Robe is characterized by free flowing perennial rivers such as Wabishebele, Hulul, Robe and Kechino, which if properly utilized could supplement the subsistent rain fed agriculture by irrigation mechanisms.

TENA DISTRICT (EOC-DICAC)

 Pre ETH111 situation: The Tena Woreda Agricultural and Rural Development Office stated that the humanitarian situation of the woreda in the Meher season has been very frustrating and deteriorating and will deteriorate further with the total crop failure of the Belg season. The Belg rains in the past in this woreda usually start in the mid of February but in the 2010/11 Belg season, it started two weeks late and was extremely erratic. It is stated that the performance of the crops in the season was the worst in 10 years time. It was also reported that there was excessive rains in the mid of August 2. In the April 2011 government appeal the number of people requiring humanitarian assistance in this woreda was 4000; while according to the June/July 2011 similar government appeal, there are currently 6,000 people in need of emergency assistance (showing 150% increment).

Impact on human lives Similar to the situations in the other two woredas, malnutrition is witnessed in this woreda too and there are currently 552 malnourished children admitted in the woreda hospital. Downsizing food ration, changing food habit and decreasing the number of meals are some of the manifestations of the worst humanitarian situation in the woreda. The performance of livestock in this woreda is very poor due to shortage of pasture, forage and water. The woreda administration and agriculture and rural development office 1,020 head cattle and 360 equines have been died in the woreda.

According to contacted community members, it is those who have some productive assets, who are living comparatively in a better situation by selling their assets for cheaper prices. The prices of food crops and livestock as said by the woreda authorities are contradictory. Food crops are increasing in an alarming rate; while the price of livestock is going the opposite. There have been also unfamiliar coping mechanisms in Tena woreda. It has been witnessed that individuals have been selling calves in markets. As indicated for other woredas, this, in the past had been assumed as a cultural taboo.

Security It is now 6 years that EOC-DICAC has started implementing water supply, hygiene and sanitation project in this woreda. The organization didn’t witness any political or social unrest since the commencement of the project. There are no tribal/ethnic conflicts. The infrastructure in Tena is in a good condition. The woreda peasant associations are accessible and there is transportation access to Nazareth, Addis Ababa and Asela, the capital of the zone. There is also a telecommunication access and electric service.

23 Location of proposed response This is one of the twenty-six woredas of Arsi zone. The capital of Tenna woreda is Ticho, located about 127 Km and 255kms from Assela and Addis Ababa, the capital town of the zone and regional as well as the capital of the country respectively. Tenna woreda is divided into 11 rural and urban Kebele administrative. The population of the woreda according to woreda administration health office was 67,909; out of which 33,603 are males and 34,306 females. The average land holding in the woreda is 1 ha.

MIYO DISTRICT (CA)

Current situation in the area The failure and/or erratic distribution of rain over the last two consecutive seasons have worsened the food insecurity of the people. Currently, the emergency situation has overstretched the copping capacities of the people, who find themselves in a dire situation. Pasture and water resources are depleted, entailing the deterioration of the body condition of livestock, and their decimation in large numbers. As the livelihood and diet of the local pastoral community is based on livestock, the adverse impact of this is all too obvious. The fall in the market value of livestock and the corresponding escalation of grain prices has also entailed an unfavorable terms off trade for the local community, accentuating their food insecurity. The health condition of humans and animals has also deteriorated, with rising incidences of malnutrition. While the people are trying to cope with unusual migration, this has not been of much help due to the all encompassing nature of the problem.

Although Christian Aid and Action for Development responded to the drought induced emergency crisis in Miyo Woreda, rehabilitation of water schemes has still remained strong communities’ needs in the district. Based on the existing budget and limited timeframe, distribution of sturdy carts and installation of roof catchment will be carried out. The availability of plastic tankers of 10m3 each, which were used for the recent emergency intervention in Miyo, makes this intervention necessary to ensure full utilization of inputs provided to the communities. Hence, the replacement of four carts distributed earlier and the provision of four carts for four new communities is essential.

Hiddi Lola Health Centre, which is the capital of Miyo Woreda, supposedly the standard bearer of health and hygiene in the Miyo Woreda, is itself a victim of the lack of water facilities as it is supplied by pond water which is 8 Km from the town. This has severely affected the quality of service provided to over 10,000 beneficiaries. While not a lasting solution, the installation of roof catchment facilities in the health centre would contribute to alleviating the problem. Therefore, this intervention is envisaged to contribute to availing safe water with positive social, economic and institutional outcomes in the project area.

Impact on human lives Various governmental and NGO actors are currently involved in emergency interventions. However, there are still unmet needs and unreached people, particularly in Miyo woreda, where, according to local officials, about 85% of the population is involved in intermittent Productive Safety Net Programme (PSNP) and relief assistance.

24 According to the rapid zonal emergency condition assessment in July 2011, among the 52,538 total pupation of the woreda, currently 13,165 are under PSNP, 13,925 under relief emergency and some 12,000 under critical emergency need and with all most water rationing requirement in 15 kebles.

Security situation Currently, there is no security risk in the area and also anticipated potential risk with exception of possible local conflict on scarce resource

Location of proposed response Miyo is one of the 13 woredas of Borana zone. It is located at a distance of about 715 KMs from Addis Ababa, or 150 km from the zonal capital. As the other peripheral woredas of the zone, Miyo has a semi arid climate characterized by the recurrence of drought. The livelihood of the estimated 52,538 population of Miyo is primarily based on pastoralism, while opportunistic farming is also practiced in parts of the woreda. Such factors as a narrow livelihood base, environmental hazards, inadequacy of social and economic services, degradation of natural resources, human and animal diseases, erosion of traditional safety nets, marginalization, etc, have rendered the woreda food insecure.

LIBEN DISTRICT (EECMY/NCA)

Current situation in the area Although we had planned to implement food distribution for drought response in Liben district, for reasons associated with the delay in securing the fund, and the changes in the overall situation in the area due to heavy rainfall that damaged water sources, NCA/E after assessing the situation and discussing with local government, communities, partners and AEF, has decided to use the fund for rehabilitation of two rain water harvesting ponds in the same district.

According to the July 2011 Humanitarian Requirement Document (HRD), Liben is one among seven drought affected districts in Guji Zone of Oromia Regional State. The economic base of the communities in the district is depleted and their traditional coping mechanisms have been exhausted by the effect of the recurrent droughts of the past two decades, and in particular by the consecutive total failure of the 2010 Hagaya (October -November) short rain and Ganna (mid March- May 2011)main rain. The local community traditional elders witness that this is the worst time they have experienced in the last sixty years.

The pastoralist communities of Liben district whose existence is mainly dependent on herding of livestock are extremely vulnerable from the effect of increasingly recurring droughts, which can possibly wipe out their livestock wealth, the only asset and livelihood for their survival. The total failure of the two consecutive seasonal rains resulted in scarcity and depletion of pasture and water in the district. A considerable domestic animals death was reported and physical conditions of the existing livestock population is getting poor, where about 40% have already become very weak and on the verge to collapse.

In the affected kebeles of Liben district, no harvest is expected from the Ganna (long rainy season) as almost all planted and sawn crops are totally lost. There is very insignificant animal production that complement community food security problem of the areas. Poor and very poor households in this

25 severely drought-affected district, where drought is compounded by limited market access problems, are currently facing Humanitarian Emergency.

Impact on human lives According to the July Humanitarian Requirement Document (HRD) number of population in need of relief food assistance for six months (July-December, 2011) in the district is 55,930. The Liben District June 2011 drought impact assessment report states that 17,055 breeding cattle, 5,741 goats and 117 breeding camels died during April and May of the current year. Due to deterioration of household food security both adult and children meal frequency is reported to be once per day. According to the district situational report 14,861 children under five years of age, lactating and pregnant mothers are acutely malnourished.

Security situation There is no security problem in the district. With regard to communication the district is accessible by all weather roads and through telephone. All Kebele Administrations of the District are also accessible by all weather and dry season feeder roads.

Location of proposed response Liben District is located in Negele Borena town periphery, at a distance of about 600 kilometers south of Addis Ababa, in Guji zone of Oromia regional state. The district is found between Genale and Dawa Rivers. The livelihood of the inhabitants of Liben is primarily based on pastoralism, while crop farming is also practiced in parts of the district. Such factors as a narrow livelihood base, environmental hazards, inadequacy of social and economic services, degradation of natural resources, human and animal diseases, erosion of traditional administrative system and coping mechanisms, marginalization, etc, have rendered the district food insecure.

5. ETHIOPIAN DROUGHT RESPONSE

A Total of 207,537 drought affected individuals in the proposed LWF, EECMY-DASSC and IOCC/EOC- DICAC, CA/AFD and NCA/LPDA intervention districts directly targeted by this emergency response project to benefit from food aid, and out of these, 52,424 vulnerable groups will get supplementary food in addition in LWF and EECMY-DASSC intervention areas. The monthly ration size per individual beneficiary consists of 15 kg cereal, 1.5 kg pulses, and 0.45 kg edible oil, which is calculated according to the government relief food ration standard. Children under five, pregnant and lactating women are prioritized to receive 4.5 kg supplementary food (Famix) per person. The food aid will be distributed to household heads. In LWF implementation districts in addition to full basket of relief food assistance for 40,972 affected people, drought coping capacity of the targeted 10,395 households will be strengthened through risk mitigation actions that include reclamation of 80 hectares of land through Food For Work (FFW). 2,731 groups of 12 persons each who will be involved in FFW will be provided with hand tools. The project will adhere to the government’s set standards of FFW eligibility whereby 80% of the total population are able and expected to contribute labour for FFW activities while 20%, including children under five, elderly, pregnant and lactating women, the disabled, and people living with HIV&AIDS receive free food distribution. The identification of the 20% who will be receiving free food distribution

26 will be carried out by the kebele taskforce committee during beneficiary screening process. The government standard also dictates that adult members of a family with children will contribute labour on behalf of those children in the family. Moreover, capacity building and training will be provided to a total of 84 development agents and animators on how to facilitate, integrate, and manage emergency response activities, including natural resource management, for two days. 18589 farmers will also receive one-day training on different improved agricultural and natural resource management practices and early warning. In the case of Abaya, where there is a need for responding to situation of malaria outbreaks, malaria control interventions through supply of essential medicines is proposed for five villages. LWF will be focusing for 25,300 refugee in Kobe camp and approximately 40,000 to be placed in Halowen camp. The current population of 14,000 remained in reception and transit centre will be sent to this newly established camp. Any new arrivals will also be sent to this camp. The focus areas of work will Include; water supply, sanitation & hygiene, supplementary feeding for under 5 children, shelter, psycho-social (non-clinical) and skills training for youths and adult and environment protection. It will also target the people living in transit and reception centre at any given time. However, some activities are with special focus on children below 17 years which is estimated to be 55,000. Water provision (through drilling boreholes) will go further to Melkadida camp, because of the shortages experienced in the camp.

REHABILITATION ACTIVITIES

A total of 10,395 direct beneficiary households1 and 204,463 indirect beneficiary individuals will be targeted under the rehabilitation activities in the three intervention districts. The indirect beneficiaries of the rehabilitation works are the total number of residents in the 61intervention kebeles (21 in Abaya, 26 in Chinaksen, and 14 in Dawe Kachen.) In the post-crisis phase, the rehabilitation activities to be implemented include the provision of input and seeds, asset restocking, natural resource conservation, road maintenance, warehouse maintenance, and capacity building and training. A total of 10,395 HHs in Abaya, Chinasken, and Dawe Kachen will be the direct beneficiaries of input/seed provision, asset restocking, and water point construction/rehabilitation. Drought affected households, in times of crisis, consume seeds which are normally reserved for planning. So, it will be crucial during the rehabilitation phase to provide HHs with the necessary supply of seeds and inputs for the following planting season, in addition to asset restocking. Natural resource conservation measures, road maintenance, and capacity building and trainings given to staff, community, government line departments and stakeholders on such topics as drought cycle management, Watsan and hygiene, environmental protection conservation, climate change adaptation, mitigation and early warning, and concept of sustainable agricultural development will indirectly benefit the entire population of the target kebeles in the three intervention districts as they are the ones to reap the benefits of change that will come about when the capacity of the different stakeholders is built

1 Average household size considered in this context is 6 people

27 and trainees put what they’ve learned into practice. The above mentioned rehabilitation (physical) activities are also targeted to benefit all the communities of the intervention kebeles.

In the EECMY- DASSC implementation districts, standard ration of emergency relief package is planned to be supplied to drought affected 119,565 people in the4districts. Also a total of 39,700 refugees affected by drought who are already sheltered in the Bokolomayo camp are directly targeted by this emergency response project to benefit from food aid and night clothing (blanket). In EOC-DICAC implementation districts, in addition to relief food assistance for 35,000 affected people, rehabilitation works such as seed, water hand pumps and goats/sheep provision and rehabilitation of 10 springs and 2 ponds will be undertaken. 3500; 1,750; 50; and 44,000 beneficiaries are targeted for seed, goats/sheep, pumps provision and water schemes rehabilitation respectively. Currently, there are nearly 500 idle young male and female Somali refugees who are illegible for secondary education who have not had the opportunity to receive secondary schooling. As a result of this, some of these youth have low morale and face their future with little or no expectations. More than 600 grade primary school students who will join the secondary education program will be the other beneficiaries. 1,500 children under 5 will be targeted with supplementary feeding, and 500 female refugees will be targeted as beneficiaries of sanitation material. In addition, refugees in Melkadid, Kobe and Bokolomanyo camps will benefit from improved sanitation and hygiene as a result of this response. In CA/AFD implementation district, to improve current prevailing condition safe water will be availed for 12,000 affected people. In addition to this 900 heads of livestock will be disposed through slaughter destocking generating income for the affected people. A three day capacity building training for 10 local government and project staffs will be carried out at project woreda on emergency humanitarian standards such SPHERE and HAP. NCA/LPDA targets a total of 35,000 (17,850 female and 17,150 male) drought affected individuals in the proposed intervention districts by this emergency response to benefit from food aid. 35% of the total targeted population that includes Children, lactating and pregnant women, elderly and sick will get supplementary food in addition. The monthly ration size per individual beneficiary consists of 15 kg cereal, 1.5 kg pulses, and 0.45 kg edible oil, which is calculated according to the government relief food ration standard. Children under five, pregnant and lactating women, elderly and sick are prioritized to receive 4.5 kg supplementary food per person. NCA/EECMY-DASSC targets 48,149 (23,785 male & 24,364 female) people and their 297,275 livestock population to benefit from rehabilitation of the two rainwater harvesting ponds in the district Table1: Breakdown of targeted beneficiaries in the 12 intervention districts in the entire response:

District Number of drought Beneficiary Beneficiary population affected kebeles Households Male Female Total

EECMY DASSC Gasara 12 1686 4,257 4,173 8,430 Sababoru 14 11,895 30,332 29,141 59,473 Madawalabu 14 6000 15,750 14250 30,000 Dhas 2,152 5,488 5,272 10,760

28 Sub- total 40 21,733 55,827 52,836 108,663

LWF Abaya 8 3037 N/A N/A 15,186 Chinaksen 16 2947 N/A N/A 14,736 DaweKachen 13 2210 N/A N/A 11,050 Sub-total 37 8,194 N/A N/A 40,972

EOC-DICAC Diksis 10 2,400 5880 6120 12,000 Arsi-Robe 16 3,400 8330 8670 17,000 Tena 6 1,200 2940 3060 6,000 Sub-total 32 7,000 17,150 17,850 35,000 CA/AFD Miyo 4 2400 N/A N/A 12000 Sub-total 4 2400 N/A N/A 12000 NCA/LPDA Liben 17 7,000 17,150 17,850 35,000 Sub total 17 7,000 17,150 17,850 35,000 Total 130 48,508 242,537 Source: Districts Food Security and Disaster Prevention and Preparedness Offices June 2011 Note: Gender disaggregated data is not yet available for the revised figures for LWF and CA. This information will be available when the beneficiary screening is conducted prior to the resumption of food aid distribution.

CRITERIA FOR THE SELECTION OF DROUGHT AFFECTED

Beneficiaries in each project area are targeted according to the National Food Aid Targeting Guidelines developed jointly by the Disaster Risk Management and Food Security Sector (DRMFSS) in the Ministry of Agriculture and Rural Development (MoARD) and international partners. The guidelines which focus on geographic targeting and data on the performance of crops, asset depletion, income sources, malnutrition serve as a tool for the Woreda DRMFSS Committee when identifying and targeting the needy. In each Woreda, DRMFSS Task Forces are responsible for identifying and registering of targeted beneficiaries at PA level. Priority would be given to the most vulnerable groups such as female-headed households, lactating mothers, children, and people living with HIV and for people with special needs.

CRITERIA FOR THE SELECTION OF REFUGEES

For some activities like water supply, sanitation and hygiene promotion is for all refugees living in Halowen and Kobe camps plus reception and transit centres. Supplementary feeding is for all children under age of five in Kobe. Recreation activities are open for children age 6 to 17, majority section of the population.

29 The need for establishing secondary education may be justified and among other things, there is a major lack of secondary education in the district Bokolomayo (the nearest is 93 kilometer from it). The absence of the secondary school in Bokolomayo has led to some protection concerns for refugees as some parents has no option to send their children to other towns for secondary education. In Bokolomayo, there is a local government primary school up to grade 8 attended by over 600 children and there is ARRA-refugee primary school up to grade 8 attended more than 1,300 children will serve as a feeder schools for the proposed secondary school and ensure its sustainability when refugees leave the area. The other refugee camps have no government primary school up to grade 8. These are the measure reasons/criteria for selection of the project site. Students who are legible for secondary education program will be registered and priority will be given to girls. Beneficiaries in the camp are targeted according to the Administration of Refugees and Returnees Affairs (ARRA) Food Aid Targeting Guidelines and international standards, new arrivals registered. For proper participatory implementation of the project, in each camp there will be, AID Coordination Task Forces responsible for registering of targeted beneficiaries at community and clan group level. Priority would be given to the most vulnerable groups such as female-headed households, lactating mothers, children, elderly, sick and disabled and people with special needs.

NUMBER OF TARGETED BENEFICIARIES ACCORDING TO PROPOSED ASSISTANCE

Table 2: Number of targeted individual beneficiaries according to various types of proposed assistance

(For drought affected Ethiopians-for the entire response)

District Food Supp. Seed/tools Goat/ Water Springs Water Training Dist. Food provision sheep pumps ponds rationing Dev. Farmer Dist. provision Provision Rehab. Agents s Implemented by EECMY-DASSC Gasara 19,332 6767 116,1/6000 7100 20 N/A N/A N/A N/A Saba Boru 59,473 20,816 90s 3000 N/A N/A N/A N/A N/A Medawolabu 30,0000 10,500 3 3 Dhas 10,760 3,766 N/A N/A N/A 3 N/A N/A N/A S.total 119,565 41,849 206.1 N/A 23 6 N/A N/A N/A

To be implemented by EOC-DICAC Diksis 12,000 N/A 1200 600 N/A N/A N/A N/A N/A Arsi-Robe 17,000 N/A 1700 850 350 44,000 N/A N/A N/A Tena 6,000 N/A 600 300 N/A N/A N/A N/A N/A S.total 35,000 3,500 1,750 350 44,000 N/A N/A N/A To be implemented by NCA/EECMY-DASSC Liben 48,149 Miyo N/A N/A N/A N/A N/A N/A 12,000 N/A N/A S.total N/A N/A N/A N/A N/A N/A 12,000 N/A N/A To be implemented by NCA/LPDA Liben 35,000 12,250 N/A N/A N/A N/A N/A N/A N/A S. Total 35,000 12,250 N/A N/A N/A N/A N/A N/A N/A To be implemented by LWF/DWS: Breakdown of targeted beneficiaries (direct & indirect) in the three intervention districts

30 Number of beneficiaries by District Abaya Chinaksen Dawe Kachen Total Individ HH Individ HH Individuals HH Individua HH S.N. Beneficiary type by component uals uals ls I. Emergency Food Assistance 1.1 Direct Beneficiaries 1.1.1 Food assistance 15,186 3,037 14,736 2,947 11,050 2,210 40,972 8,194 1.2 Indirect Beneficiaries 1.2.1 Food-for-work activities 92,920 64,034 47,509 204,463 1.2.2 Training for DAs and farmers II. Rehabilitation works 2.1 Direct Beneficiaries 2.1.1 Input/seed supply 653 642 1,405 2,700 2.1.2 Assets restocking 260 1,642 2,600 4,502 2.1.3 Water points 827 1,206 1,160 3,193 construction/rehabilitation 2.2 Indirect Beneficiaries 2.2.1 Natural resources conservation 92,920 64,034 47,509 204,463 2.2.2 Road maintenance 2.2.3 Capacity building and training Direct Beneficiaries 15,186 4,777 14,736 6,437 11,050 7,375 40,972 18,589 Total Indirect Beneficiaries 92,920 - 64,034 - 47,509 - 204,463 -

Source: Oromia Disaster Prevention & Preparedness Commission, July 2011 & LWF project offices.

Note:  Gender disaggregated data will be available when the beneficiary screening is conducted prior to the resumption of food aid distribution.  The number of indirect beneficiaries for both food-for-work and rehab activities are the same (i.e; total number of population in the intervention kebeles)  The total number of direct beneficiary households does not exactly correlate with the direct individual beneficiaries since the direct individual beneficiary number does not include those benefiting from rehab activities In Dawe Kachen, the total number of 47,509 people will directly or indirectly benefit from the intervention in the form of community capacity strengthening and linking of DRR with emergency response.

6. PROPOSED EMERGENCY ASSISTANCE & IMPLEMENTATION

Goal The goal of the ACT emergency and rehabilitation response described in this appeal is to contribute to the efforts of saving lives and mitigating the risks of drought impact of La Nina induced drought on targeted communities in nine Districts of Oromia Region of Ethiopia and Somalia refugees in Dollo Odo camps.

Objective (a) The lives and livelihoods of drought affected communities saved and protected through food provision, agricultural inputs provision, and physical assets rehabilitation build the resilience of drought affected

31 communities through various rehabilitation interventions and the strengthening of drought coping capacity in the targeted areas, for 12 months.

Objective (b) The lives of refugees in Dollo Odo refugee camps (Bokolomayo, Kobe, and Melkadida) saved and protected through provision of food, health & nutrition, shelter materials, water, sanitation and hygiene, literacy program & standard and quality secondary education, psychosocial and skills training.

I) The original appeal projects are designed with the following results for drought affected: Result 1.1 Reduced food insecurity of 207,537 drought affected persons in targeted communities. Result 1.2 Drought coping capacity of 8,194 drought affected households strengthened in mitigating future drought risks. Result 1.3 6,200 drought affected households are able plant/saw during the coming rainy season Result 1.4 6,252 drought affected women headed households have access to asset and own income Result 1.5 50 drought affected households are able to produce twice to three times a year and feed themselves, Result 1.6 92,149 drought and flood affected people have access to water supply Result 1.7 12,000 drought affected people suffering from severe water shortage survived through water supply Result 1.8 Coping strategy of affected people strengthened through slaughter destocking of weak 900 heads of livestock.

II) The appeal projects are designed with the following results for refugees: Result 2.1 Reduced food insecurity and malnutrition, life saving and protection of 40,000 refugees in Dollo refugee camps Result 2.2 Access to safe water, sanitation and hygiene of 40,000 refugees in the camps Result 2.3 Access to proper and standard literacy and secondary education and related facilities for idle and needy youth in the camps Result 2.4 39,700 refugees protected from harsh weather conditions due to clothing and shelter provision

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APPEAL COMPONENT 3: LWF – PROVISION OF FOOD IN ABAYA, CHINAKSEN AND DAWE KACHEN DISTRICTS

3.1 SITUATION - CRISIS PERIOD Major activities during this period will focus on the saving of lives through the provision of food. The health situations also will be monitored and addressed in collaboration with health offices in the respective districts. The total quantity of food that will benefit around 40,972 people amounts to 3036.03 MT MT of grain, pulse, edible oil and supplementary food. Activities directed towards addressing the immediate needs of affected communities in order to save and sustain lives include distribution of the following size and types of foods to drought affected population in the three districts.  2458.32 MT of wheat/maize  73.75 MT of edible oil  245.83 MT of pulse/beans  258.12 MT of supplementary foods The activities undertaken during the crisis period will be described in the terminal report.

Post Crisis Period: The rehabilitation activities and other activities planned during the post crisis period will not be carried out due to the reasons mentioned in the ‘Background’ section above. However, some activities of community capacity building and linking DRR with the result of emergency food assistance will be carried out in Dawe Kachen district. These activities include but not limited to,

 developing spring in Hantule Basaka through cash for work  facilitation of the participatory disaster risk assessment update (PDRA) already undertaken by the trained community managed disaster risk reduction committee (CMDRRC)  assessment of CMDMP implementation gap

3.2 PROJECT IMPLEMENTATION METHODOLOGY FOR DROUGHT AFFECTED PEOPLE

The project had its own personnel comprising of the emergency response team leader, emergency response officer, food distributors/community facilitators, store keeper and store guards in all the three intervention sites. The project staff took the primary responsibilities for effective implementation of the project. An Emergency Response Task Force was established at District level which will led the action and facilitated support from the government side. The same structure was

33

put in place in all of the intervention kebeles. The District Taskforce, which included all the relevant district cabinet members, took the facilitation and monitoring role in collaboration with the LWF managed development and rehabilitation projects in the three districts. The roles and responsibilities of the taskforce focused mainly on ensuring effective management of relief operation with a view to address the severe food insufficiency to avert loss of lives. The District Taskforce also took the lead in organizing the Emergency Response Task Force at kebele level that was mainly be responsible for screening the beneficiaries of their respective communities in a transparent manner. They also kept a close eye on the proper and fair distribution of foods to the identified target population. Their responsibility also stretched to the level of mobilization of the beneficiary communities and coordination of the food-for-work activities in their respective kebeles. The kebele Emergency Response Task Force comprised of the following organizations and social units at village level. These were:  Chairperson of kebele Farmers’ Association Chairperson  Development Agent (agriculture) Secretary  Women’s Association of the Kebele Member  Health Extension Worker (Female) Member  Primary School Director Member  Village facilitators/animators LWF’s existing project (and LFF presence) Member  Two kebele influential elders (one female) Members

This kebele task force worked in close collaboration with the District Emergency Response Task Force. The District Taskforce meets every Friday of the week after the commencement of the action and reviewed project performance, provided the necessary support and leadership and was involved in the coordination of the food-for -work activities where the community actively contributed labor and local materials and in turn got paid (in food) for the work based on the existing payment rate/standard. There were also mechanisms designed for accommodating community members who were not able to contribute their labor.

Sphere Standards in food aid and HAP principles will be actively promoted. Cross-cutting issues such as gender, HIV&AIDS and environment were also an integral component of the emergency response from the start. To address environmental concerns and address vulnerabilities of target communities to environmental degradation and climate change, the project was planned with the issue of sustainability at the center, with natural resource conservation activities as part of the food-for-work component. To ensure the delivery of a gender-aware response, gender was mainstreamed along the project management cycle, including planning/design, implementation, monitoring, and evaluation. There was a meaningful representation of women in the beneficiary selection process and the management of the food distribution at the kebele level. And as much as possible, measures were be taken to have proportional representation of women and men in the project staff. Contingent upon the availability of HIV&AIDS data at the relevant district offices, the emergency response was planned to mainstream HIV&AIDS by giving special attention to those living with HIV&AIDS during the beneficiary identification and food distribution. The principles of Code of Conduct have also been taken into account, and as a matter of policy, every single staff of LWF has to sign the LWF Code of Conduct regarding abuse of power and sexual

34 exploitation upon acceptance of employment. During staff orientation, the Code of Conduct is reviewed and explained together with the LWF core values. In addition, the Code of Conduct will be translated in the relevant local language and communicated to the public, including focus groups, communities and disaster affected populations. The Code of Conduct will also be posted visibly in office bulletin boards and project intervention areas such as food distribution sites. To ensure accountability and transparency, Complaints Handling Mechanism, one of the scopes of accountability and HAP benchmarks, was implemented in all of the three intervention sites. This was incorporated to ensure that the target populations of the emergency response were well informed about what they can expect from LWF, about their rights to complain if these standards were not met from LWF’s side, and informed on how to complain. Considering the fact that an overwhelming majority of the beneficiary population in all three areas of intervention is illiterate, both the Code of Conduct and the Complaints Handling Mechanism were planned from the beginning to be communicated verbally to food aid recipients before distribution commenced.

3.3 INPUTS FOR PROJECT IMPLEMENTATION

The following inputs were envisaged to constitute the required human and material needed inputs during the second revision of the appeal. Staff needed for the project and their roles are (as forecasted during the second revision)

S.N. Position Title Quantity Role 1 Emergency Project 3  Organize and lead the project Team Leader  Coordinate the planning, execution & coordination of the implementation of the project  Manage the HR of the project  Responsible for all administrative matters  Responsible for communication and networking with local actors including government  Responsible for preparation and submission of progress & final narrative and financial reports 2 Emergency Project 3  Particularly responsible for coordinating and technically supporting Officer the communities in the food for work activities  Recording the daily achievements of the food for work activities and reporting the same regularly.  Organize trainings to development agents and farmers 3 Commodity 12  Keep records of the daily food distribution activities (the amount of distributers/Comm food distributed and number of beneficiaries) unity facilitators  Register prospective beneficiaries of the project prior to start of food distribution 4 Store Keeper 3  Provide necessary warehouse support to project 5 Guards 12  Safeguard warehouses

Materials deemed essential for the project during the second revision of the appeal  Hand tools for the food-for-work natural resource conservation activities.

35  One warehouse at Dawe Kachen to be located at a feasible central location in the district. There currently is no appropriate relief food storage facility, which poses a big challenge to the relief work in the area. The relief food in this district is commonly stored in poorly constructed pastoralist houses that do not meet the standard and are not conducive to the proper stacking of food commodities, conducting proper inspection to keep the grain in good condition and protect it from insects, birds, rodents and moisture.  Provision of one field vehicle for each of the districts on rental basis.  Renting of at least one warehouse in each of the project intervention districts.

The capital assets, particularly the warehouse (rub hall) that were going to be installed in Dawe Kachen by the project, were understood to the property of the community and accordingly planned to be handed over to the local government bodies for similar future use after the phasing out of the project.

3.4 PLANNING ASSUMPTIONS, CONSTRAINTS AND PRIORITIZATION At the time of the second revision of the appeal, the following were the assumptions associated with the project and the proposed measures to mitigate the potential negative impacts on the project:  The required quantity of food items are available in the market  Prices of grains and transportation cost remain relatively unchanged during the project life time  Proper and fair targeting of the needy beneficiaries  Operational agreement with the Oromia Regional Government will be signed on time  The full funding will be secured in time from the partner agencies

The strategies suggested to mitigate the negative effects of the anticipated risks were:  To invite and involve as many suppliers as possible including in areas outside of the center during the bidding process. There are centers already identified as known producers of wheat and beans around the project areas. The LWF head office will collect and retain information on the desired grains and available quantities prior to the start of the procurement process.  If there happens to be an unprecedented increase in the prices of food items and transportation costs or if the full funding is not received from funding partners, the project may resort to reducing the volume of purchases and as a result reduce service to some of the relatively better off beneficiaries.  Most of the time food aid in this country is accompanied by targeting problems. To prevent such problems from occurring in the projects under consideration, the project in each of the three districts will closely work with the kebele emergency response taskforce who will effectively be involved in identification and verification of the direct beneficiaries.  To secure timely signing of the operational agreement with the government, LWF will approach the concerned government offices as soon as the project gets endorsed by the funding partners.

36 3.5 IMPLEMENTATION TIMETABLE

Total project duration was initially 12 months (implementation period from September 2011– August 2012) with preparatory work such as procurement of food aid commodities and staff recruitment and deployment having been done in July and August. Accordingly, an implementation timetable was included in the second revised appeal. However, the project was finalized within 3 months focusing solely on food distribution. This time, however, the activities proposed to be carried out in Dawe Kachen district will be concluded on 31 March 2012.

3.6 TRANSITION OR EXIT STRATEGY

The planned rehabilitation activities could not be undertaken due to shortage of funds. Therefore, the orderly planned exit strategy that was initially planned could not be undertaken. However, after finishing the food distribution and food-for-work activities, LWF handed over the results of the tools and food-for-work activities to the respective local government bodies and the communities.

3.7 ADMINISTRATION & FINANCE

In accordance with the LWF finance and procurement manual, the funds were transferred from the donors to LWF’s office in Geneva, which in turn will transferred the fund to the LWF Addis office monthly based on the program cash flow budget. The Addis office in turn transferred the fund to the field office through a bank account based on the cash flow budget of the project. The field office had its own cashier, accountant and store keeper who controlled the income and expense of the project. The signatories of the bank account were the project coordinator, accountant and the project officer. Monthly finance report will be received by the Addis office with the necessary supporting documents and the monthly finance report were be submitted to Geneva.

3.8 MONITORING, REPORTING AND EVALUATIONS

Participatory monitoring and evaluation were designed to be an integral part of the project implementation. All pertinent stakeholders were accordingly involved in planning, monitoring and evaluation of the project activities and its progresses. The monitoring activity were planned to be accompanied by monthly financial and activity performance reports. Project evaluations, involving both the project stakeholders and partners, were planned to be conducted at the mid and end of the project period in order to review the changes brought about in the lives of the households benefiting from the food distribution and the food for work activities. It was planned that LWF program personnel will monitor progresses of the project at the field level at least four times during project implementation i.e. at the middle of the project period i.e. January 2012 and at the end of the project period, making use of standard formats for reporting in line with the requirements of the partnering agencies. It was also planned that the project staffs in coordination with each kebele emergency response and risk mitigation task force will be responsible for collecting and analyzing monitoring data. The

37 composition of the task force at kebele level, among others, included kebele administrator/manager, health extension workers, development agents, women association representatives, religious leaders or elderly people. The project team leader, together with his/her core task of leading the overall project activities, was given the responsibility of compiling activity reports while financial reports of the project were to be taken care of by the accountant of the existing projects. Both activity and financial reports were submitted to the LWF head office at the end of every month and the LWF office in Addis in turn compiled and provided activity and financial reports to all concerned partners at the end of the food distribution, which also concluded the overall project. The overall performance of the project will be evaluated by an external evaluator as per the proposed time frame by the ACT Co-coordination Office.

3.9 COORDINATION

The project was linked to LWF’s ongoing Integrated Community Development Projects (ICDPs) in Abaya, Chinaksen, and Dawe Kachen. At the field level, the emergency response projects was implemented under the close supervision and management of the project offices in Abaya, Chinaksen, and Dawe Kachen while the LWF country program in Addis Ababa assumed the overall responsibility of its management and execution, including all the monitoring, evaluating, and reporting tasks to ensure attainment of the objectives. Each project will maintained its own team of 11 short-term staff, including a team leader who will report to the ICDP Coordinator of the respective project. The Addis Ababa office was also responsible to administer and control the finances and ensure timely delivery of food items as well as provide technical support. Coordination with other partners on the ground was necessary to avoid duplication of efforts as well as to foster learning from each other’s experiences. LWF coordinated with the local government, relevant district bureaus, direct beneficiaries, target communities, throughout the project cycle. Zonal level coordination in such type of emergency responses is necessary to ensure interventions are in line with set priorities. To this end, LWF attended such coordination meetings and shared project activities and progress. At the kebele level, the local authorities were actively involved in the Emergency Response and Risk Mitigation Taskforce in the beneficiary selection verification.

3.10 BUDGET (PLEASE REFER THE ATTACHED EXCEL DOC FOR LWF’S BUDGET DETAILS)

38 LUTHERAN WORLD FEDERATION Department for World Services - Ethiopia Programme ACT Appeal Eth 111 Drought Response and Rehabilitation Project in three Districts of Oromia Region

EXPENDITURE Typ No of Unit Original budget in USD No of Unit Revised e of Unit Cost Unit Cost Budget Unit (USD) Abaya Chinaksen Dawe HQ HQ Total (USD) Abaya Chinaks Dawe Head HQ Total Kachen cost en Kachen Office s costs EMERGENCY ASSISTANCE Food Relief Assistance Grain/Wheat (15kg/person/month X MT 2,458 592 539,026 523,054 392,219 - - 1,454,300 2,024 448 256,228 449,363 200,503 - - 906,094 4 months) Edible oil (0.45kg/person/month X 4 MT 74 3,379 92,358 89,621 67,204 - - 249,184 61 3,172 60,988 82,989 48,799 - - 192,776 months) Beans (1.5kg/person/month X 4 MT 246 865 78,856 76,519 57,379 - - 212,753 202 778 50,007 68,495 39,048 - - 157,550 months) Supplementary food (famix) (4.5 MT 258 1,016 97,175 94,295 70,709 - - 262,178 213 939 63,158 85,771 50,758 - - 199,687 kg/person/month X 4 months) Sub Total 3,036 807,415 783,489 587,511 - - 2,178,415 2,500 582 430,381 686,618 339,108 - - 1,456,107 Transportation, Warehousing and Handling Transportation MT 2,277 71 60,033 58,254 43,682 - - 161,969 2,500 57 31,432 77,082 34,522 - - 143,036 Loading and unloading MT 2,277 6 5,003 4,854 3,640 - - 13,497 2,500 3 2,942 2,452 2,284 - - 7,678 Procuriment processing cost LS 1,067 1,067 1,067 - - 3,201 1,797 748 483 - - 3,028 (quality check, tendering, travel to warehouses, etc) Warehouse rent MT 2,277 7 6,003 5,825 4,368 - - 16,197 2,500 7 258 2,654 1,170 - - 4,082 Warehouse establishment (rubb num 1 1,245 - - 1,245 - - 1,245 1 1,245 - - 747 - - 747 hall transportation and installation) ber Sub total 72,106 70,001 54,003 - - 196,109 36,429 82,936 39,205 - - 158,570 Non Food Relief Assistance

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Provision of hand tools (26 # of 1,994 25 25,315 24,565 - - - 49,880 1,994 25 22,953 27,501 - - - 50,454 USD/group each group having 12 grou persons) ps Capacity building/training - - Training of development agents # of 84 13 417 365 313 - - 1,095 84 13 363 353 - - 716 and animators on how to facilitate, trai integrate and manage emergency nees response activities (including NRM) for 2 days Training of farmers in different # of 1,460 6 2,964 2,845 2,845 - - 8,654 1,460 6 2,532 1,860 - - 4,392 improved agricultural and natural trai resources management (NRM) nees practices and early warning for 1 day Sub total 3,381 3,210 3,158 - - 9,750 2,895 2,213 - - - 5,108 REHABILITATION WORKS Input/Seed Supply White teff (DZ variety) Qnt 100 89 - - 8,892 8,892 100 89 - Barely & Wheat (Jefarson variety) Qnt 170 83 1,660 - 12,448 14,108 170 83 - Maize (Melkassa variety) Qnt 45 130 2,608 - 3,260 5,868 45 130 - Chick pea (Melkassa variety) Qnt 100 89 - 8,002 889 8,892 100 89 - Haricot bean (20kg/HH) Qnt 50 71 3,557 - - 3,557 50 71 - Black seed (Tikur azmud) Qnt 5 267 - - 1,334 1,334 5 267 - Vegetable seeds (1 kg/HH) Qnt 3 4,446 4,446 6,669 - 11,114 3 4,446 - Sweet potato seed (500 birr/HH) HH 150 30 - 4,446 - 4,446 150 30 - Fertilizer (UREA/DAP) Qnt 60 69 4,161 - - 4,161 60 69 - Assets Restocking Oxen supply # 350 267 13,337 - 80,024 93,361 350 267 - Dairy goats supply # 1,500 27 - - 40,012 40,012 1,500 27 - Dairy cows/heifers supply (local # 1,192 190 9,484 83,841 132,780 226,106 1,192 190 - breed) Hybrid chicken (1 cockerel & 4 hens) Pack 200 33 3,260 - 3,260 6,520 200 33 - age Sheep/goats supply (3 shoats/HH ) HH 1,260 107 6,402 128,038 - 134,440 1,260 107 - Natural Resources Conservation Physical Structures - -

40 Gully rehabilitation M3 1 29,638 - - 29,638 29,638 1 29,638 - Micro basin (MB) preparation and # of 30,000 1 - 35,566 - 35,566 30,000 1 - planting of tree seedlings on MB denude and catchment areas Rehabilitation/ treatment of hect 250 24 5,928 - - 5,928 250 24 - degraded farm, grazing & forest ar land through physical & biological methods of conservation Biological Measures Nursery establishment # 5 1,778 3,557 5,335 - 8,892 5 1,778 - Production of seedlings # 500,000 0 17,783 26,675 - 44,458 500,000 0 - Introduction & promotion of # of 50 30 1,482 - - 1,482 50 30 - compost preparationa & application HHs for soil fertility restoration Water Points Construction/Rehabilitation Spring development # 10 5,928 29,638 29,638 - 59,277 10 5,928 14,778 14,778 CMDMP implementation gap 172 assessment and PDRA update of existing target kebeles(Dawe Kachen) Awareness creation on DRR for 574 district stakeholders and selected community members Community level and government 860 sectors need assessment Development of project 488 proposal/Single form from the assessment Training for CMDRRC on DRR 2,409 concept and principle, PDRA techniques, PMEL and related topics Shallow well construction and # 10 14,819 74,096 74,096 - 148,192 10 14,819 - installation of hand pump Construction of 'Birkas' (cemented # 5 17,783 - 88,915 - 88,915 5 17,783 - small pond) Establishment & equipping of # of 25 593 5,928 8,892 - 14,819 25 593 - village water committees (VWCs) VW Cs

41 Pond rehabilitation # 3 1,778 - - 5,335 5,335 3 1,778 - Roof water harvesting at group/ # 3 1,778 - - 5,335 5,335 3 1,778 - HHs level River water pumping to suitable # 100 415 - - 41,494 41,494 100 415 - ground using solar energy technology or motor pumps Rehabilitation of existing irrigation # 1 2,964 2,964 - - 2,964 1 2,964 - scheme Capacity Building and Training Training of staff on drought cycle # 19 119 711 711 830 2,253 19 119 - management Train health extension workers who # of 72 44 889 1,245 1,067 3,201 72 44 - will inturn train the community for train 5 days on water, hygieene and ees sanitation activities Community awareness creation on # of 10,000 2 - 20,747 - 20,747 10,000 2 - environmental protection and parti conservation issues cipa nts Training of staffs of line # of 65 21 519 415 415 1,349 65 21 307 307 departments/stakeholders on parti climate change adaptation, cipa mitigation & early warning for 2 nts days Training of selected targat farmers # of 120 9 311 533 222 1,067 120 9 414 2,790 3,204 on the concept of sustainable parti agricultural development & natural cipa resource conservation nts Road Maintenance ------Maintenance of economically km 20 237 2,845 1,897 - 4,742 20 237 - important rural roads with community participation Warehouse Maintenance Rubb hall maintenance at sofumer # 1,500 9 - - 13,337 13,337 1,500 9 - with width of 10 metres and length of 24 metres Rubb hall floor concrete (Meo) M2 1 1,778 - - 1,778 1,778 1 1,778 1,209 1,209 Sub total 195,566 525,661 382,350 - - 1,103,577 - 414 23,585 - - 19,496

42 Direct Programme Related Costs Direct personnel costs Emergency Response & num 3 10,599 10,599 10,599 10,599 - - 31,796 3 10,599 2,611 415 5,579 - - 8,605 Rehabilitation Project Team leader ber (3 persons X 12 months) Emergency Response and num 3 5,691 5,691 5,691 5,691 - - 17,072 3 5,691 887 2,873 1,193 - - 4,953 Rehabilitation Project Officer (3 ber persons X 12 months) Community faciltators (4 num 12 4,055 16,218 16,218 16,218 - - 48,654 12 4,055 3,950 3,470 5,477 - - 12,897 persons/project X 12 months) ber Storekeeper (3 persons X 12 num 3 3,450 3,450 3,450 3,450 - - 10,350 3 3,450 142 875 1,885 - - 2,902 months) ber Store gaurds (4 persons/project X 4 num 12 759 3,035 3,035 3,035 - - 9,105 12 759 745 1,592 3,899 - - 6,236 months) ber Daily laborer 803 Equipment Laptop Computer num 1 1,008 - - 1,008 - - 1,008 1 1,008 - - - - - ber Sub Total 38,992 38,992 40,000 - - 117,985 8,335 9,225 18,836 - - 35,593 Field vehicle rental & fuel Field vehicle rental (3 vehicle X birr vehi 3 28,809 28,809 28,809 28,809 - - 86,426 3 28,809 7,302 8,491 12,056 - - 27,849 1350/day X 12 months) cle Fuel for vehicle (3600 litre 21,600 1 8,109 8,109 8,109 - - 24,327 21,600 1 1,162 1,043 4,730 - - 6,935 km/month/6km per litre X 12 months X 3 projects) Subtotal 36,918 36,918 36,918 110,753 8,464 9,534 16,786 34,784 Implementation ------operation/administration costs Project coordnator (12% of monthly num 3 854 854 854 854 - - 2,563 3 854 693 241 185 - - 1,119 salary) ber Accountant (12% of monthly salary) num 3 466 466 466 466 - - 1,398 3 466 150 150 115 - - 415 ber Secretary cashier (12% of monthly num 3 17 295 295 295 - - 886 3 17 120 100 73 - - 293 salary) ber Office supplies mon 36 59 711 711 711 - - 2,134 36 59 535 369 1,128 - - 2,032 th Telephone & utilities mon 36 65 782 782 782 - - 2,347 36 65 386 134 638 - - 1,158 th

43 Perdiem and facilitation allowance mon 36 267 3,201 3,201 3,201 - 9,603 36 267 461 2,705 3,439 - 6,605 (4500 birr/month for 12 months X 3 th projects) Office Rent 688 Sub Total 6,310 6,310 6,310 - - 18,930 2,345 3,699 6,266 - - 11,622 INDIRECT COSTS: PERSONNEL, ADMINISTRATION, OPERATIONS & SUPPORT Coordination & mangement cost Staff salaries Program Officer (25% of monthly mon 12 302 - - - 3,618 - 3,618 12 302 - - - 3,559 - 3,559 salary) th PME Officer (25% of monthly salary) mon 12 301 - - - 3,611 - 3,611 12 301 - - - 3,713 - 3,713 th Vehicle running cost LS 1 26,675 - - - 26,675 - 26,675 1 26,675 - - - 5,230 - 5,230 AUDIT & MONITORING Audit fee and bank charge LS 1 4,446 1,482 1,482 1,482 - 4,446 1 4,446 69 - 1,411 - 1,480 Monitoring and Evaluation (8000 mon 12 1,423 5,691 5,691 5,691 - - 17,072 12 1,423 - 224 537 - - 761 birr/project X 3 projects X 12 th months) Visibility and HAP LS 3 830 830 830 830 - 2,490 3 830 551 321 756 - 1,628 Sub total 8,003 8,003 8,003 33,904 - 57,912 620 545 2,703 12,501 - 16,369 - International Coordination fee - - - - 114,282 114,282 - - - - 26,853 26,853 3%(indicative) Total Appeal project budget 5,030 25 1,194,0061,497,148 1,118,252 33,904 114,282 3,957,592 4,494 607 512,422 822,685 446,489 12,501 26,853 1,814,957

Note: Left over amount of 220,000 USD from the drought response project will be reallocated for the Somali Refugees Assistance Project in Dolo Ado.

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APPEAL COMPONENT 4: LWF - DOLLO ODO REFUGEE CAMPS

4.1 DESCRIPTION OF THE EMERGENCY SITUATION AND THE AREAS OF RESPONSE

Current situation in the area of proposed response The number of Somali refugees in Dolo Ado camps has reached 145,229. Bokolomayo camp (hosting 38,693 refugees), Kobe Camp (26,104 refugees), Melkadida camp (40,988 refugees) and Heloweyn camp (25,863 refugees) have all been declared full. A fifth camp, Bur-Amino was recently opened and hosts 13,469 refugees as of February 22, 2012. In addition, about 600 refugees are currently hosted at the reception centre waiting to be relocated to Bur-Amino camp.

Very few new refugees (approximately 67 refugees per day in the month of February) are currently arriving at the Reception Centre, although refugee influx may significantly increase due to recent conflicts in Somalia. They spend roughly 4 days at the Reception Centre and are then taken to the Transit Centre where they spend roughly 10 days until their registration is processed. ARRA and UNHCR are responsible for screening and registration respectively before refugees are moved to Bur-Amino camp.

The sheer size of refugees in the camps and the significant decrease in new arrivals has had significant implications upon the interventions of LWF. Whilst LWF is still responsible for WatSan and hygiene services in both Reception and Transit Centers, it now has to use the remainder of the budget originally assigned for these centers (approximately 65,000 USD) for constructing a water supply system at Bur- Amino refugee camp. LWF had been officially requested to work on water supply in Bokolomayo, Kobe, Melkadida and Heloweyn camps, filling in the existing gaps. It has also been given the responsibility of providing WatSan services and hygiene promotion in the new camp, Bur-Amino. Bur-Amino camp has a carrying capacity of 40,000 refugees, but the working figure is 25,000 refugees. For these many refugees and some members of the hosting community, a water supply system and sanitation facilities need to be put in place and hygiene promotion activities undertaken. Accordingly, in addition to the remaining budget for the transit and reception centers, 220,000 USD that was left over from the emergency drought response project (part of the same appeal for Abaya, Chinkasen, and Dawe Katchen districts in Ethiopia) has also been reallocated to be used for building the water supply system in Bur-Amino and construct sanitation facilities in the same camp.

In addition, the number of actors also increased substantially since the initial appeal. There are now about thirty six (36) aid agencies operating in this refugee assistance program. The increased number of actors can be visibly seen, so much so that Dolo Ado, a hitherto marginalized border town, has become a small but vibrant centre. Therefore, in order to minimize the duplication of efforts, certain activities had to be inevitably reshuffled with close consultation and suggestions from both UNHCR and the Ethiopian Authority for Refugees and Returnees’ Affairs (ARRA). Adult literacy programs and psychosocial activities that were initially planned had to be abandoned for this reason. Moreover, due to delays in transferring funds, and the insufficient funds subsequently received, the supplementary feeding program for under five children will not be undertaken.

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Finally, the drilling of boreholes in Kobe, Heloweyn, Melkadida and Bokolomayo camps and Dolo Ado town that was originally planned has been completed and will not be mentioned in the ‘objectives’ and ‘activities’ section hereunder.

Impact on human lives in the area of proposed response Initially, refugees were arriving in an extremely poor condition from insecure and drought-ridden areas inside Somalia. More than 50% of the children were admitted to feeding centers for malnourishment immediately upon arrival. Mortality rates for children under 5 had increased sharply although no data is presented. Whilst no data is provided, the situation has shown improvement due to, among other things, the intervention of humanitarian actors.

Security situation in the area of proposed response The regional government provides the security and liaison between the host communities and agencies working for these camps. The security situation in Dollo Odo and surroundings remains stable. No banditry activities are reported creating security threat. However, in the boarder to Somali, the Al- Shabab is active but it makes no security threat to operation inside Ethiopia.

Location for your proposed response UNHCR and its operational partners are currently implementing different activities in Dollo Odo refugee camps. The proposed working area is southeast of Ethiopia boarding to Somalia in east and Kenya in south. The reception centre is 1.2 km and transit centre is 7.7 km from Somali border. All five other camps are spread toward the west up to 93 km.

4.2 PLANNED ACTIVITIES LWF is newly entering into the area with request from ARRA and UNHCR although it has been working for other refugee camps in Jijiga Regional State, for a long time. LWF will focus on the following areas of work.  Water supply, sanitation and hygiene promotion  Skills training for youths and adults  Environment protection  Livelihoods development (Vegetable production) using small-scale irrigation  Primary school construction

Targeted beneficiaries

Number and type The population in the five refugee camps and Reception and Transit Centers as of now is 145,229. Statistics show that the male population stands at 46.7% and females are 53.3%. The uniqueness of the demography is that the majority of the refugees are children under the age of 17, standing at 67% as of 18th of February 2012. LWF will predominantly focus on the refugees at Bur-Amino (40,000 refugees as per the working estimated number for this camp), Kobe (26,104 refugees) and Heloweyn camps (25,863 refugees).

Location

46 All the camps, and the reception and transit centers are located in south east Ethiopia along the Ethio-Somali border.

Criteria for selection WatSan and hygiene promotion activities in Bur-Amino camp (and in the remaining four camps as LWF will fill in the gaps of other implementing partners by, among other things, drilling boreholes) will benefit the entire refugee population as well as a section of the host community living around the camps. Environmental protection activities in Heloweyn and Kobe will also benefit the entire refugee population and the surrounding region. Hence, for these two types of interventions, targeting doesn’t particularly play an important role and hence no selection criteria are used. However, for skills development and livelihood activities the Standard of Procedures (SOP) designed by UNHCR in collaboration with ARRA is used. Primary school construction will be undertaken by LWF with the intention of benefiting school aged children in Bur-Amino.

Number of targeted beneficiaries according to proposed assistance LWF is directly targeting the total projected 40,000-refugee population of Bur-Amino camp (25,000 for the time being as the latter figure is currently the official working number for the camp) for its WatSan and hygiene promotion intervention. The 26,104 refugees in Kobe and 25,863 refugees in Heloweyn along with the host communities living around these camps also constitute the targeted beneficiaries for LWF’s environment protection activities. Livelihoods activities directly target the hosting community around Kobe, Heloweyn and the transit centre, whilst for tailoring, leather craft and brick making activities 60 refugees, 60 refugees and 80 refugees respectively will be targeted. The selection criteria will follow the SOP developed by UNHCR and ARRA and implementation will be undertaken in close collaboration with the refugees themselves.

4.3 PROPOSED ASSISTANCE & IMPLEMENTATION

Goal Support Somali refugees with basic needs for their dignified living in Dollo Odo Camps.

Objectives Role for NGOs in UNHCR sponsored refugee camps are decided by the host government and UNHCR. In this case, as per the joint inter agency meeting, the following objectives are set. • Support refugees with clean drinking water in the Bur-Amino camp. . • Support refugees with sanitation and hygiene facilities and hygiene promotion activities in Bur- Amino camp. • Support refugees with environmental protection activities in Heloweyn and Kobe camps in collaboration with a local NGO called Pastoralist Welfare Organization (PWO). • Support youths with skills training on tailoring, brick making, and handicraft/leather-craft in Kobe and Heloweyn camps. • Construct and furnish one primary school in Bur-Amino camp. • Support livelihoods development through small-scale irrigation vegetable production However with the changed situation, the objectives might also be changed.

Activities Activity 1: Water Supply for Bur-Amino camps and Dolo host community

47 Activity 1.1 Development of two boreholes and installation of pumping equipment at Bur-Amino Camp: Bur-Amino refugee camp has a carrying capacity of 40,000 refugees. However, the current planning figure for this camp is 25,000. For these many refugees and members of the hosting community, a water supply system needs to be designed and constructed. Accordingly, 10 boreholes are needed of which eight have been drilled so far. Within the remainder period, two more boreholes will be drilled. In addition, three generators will be procured, six (6) submersible pumps (with 4kw capacity each) and two centrifugal pumps (with 55kw capacity each) will be procured and installed. The necessary pipe laying work will also be undertaken. Four reservoirs each with a carrying capacity of 50 m3 and 34 water points will be constructed. In order to avoid contamination, the water points will be fenced. Water trucking will be undertaken until the permanent system can be finalised and become operational.

Activity 2: Sanitation and hygiene promotion: Activity 2.1 Installation of 250 latrine blocks at Bur-Amino: A total of 1,250 latrine blocks are needed for the 25,000 anticipated refugees in Bur-Amino (as per the Sphere standard of one latrine block for 80 people). LWF has been given the responsibility of constructing 625 out of the 1250, and another implementing agency is given the responsibility of constructing the remaining latrine blocks. LWF will construct 250 familial latrine blocks out of the 625 with funds from members of the ACT Alliance. The remaining will be solicited from other bilateral partners and UNHCR.

Activity 2.2 Solid Waste Disposal: LWF will provide416 solid waste collection barrels to refugees, and will clear a large plot of land to serve as a disposal site. Donkey carts will be hired for transporting the waste to this site.

Activity 2.3 Sanitation Promotion: LWF will provide 15,000 sanitary pads for women and supply 4,000 baby potties for households with small children. Caustic soda will be supplied for cleaning latrines and one site will be prepared for dumping waste after dislodging of latrines. 625 hand washing kits will also be supplied and installed. Besides, 30 washing basins will be constructed and 55,000 soaps will be distributed. 360 shower facilities will be constructed.

Activity 3: Skills development for youths Activity 3.1 Brick making training: LWF will run brick making training for youths, one training each in Kobe and Heloweyn. 40 participants will participate in each camp, 80 in total. All agencies working for refugees will require bricks in doing their facilities construction. It will help both agencies making bricks locally available and also help refugee making some income through this brick making. LWF will buy required equipment for the training.

Activity 3.2 Tailoring training for women: LWF will run one tailoring training each in Kobe and Halowen camps. Both training will run for six months. LWF expects to train 30 women in each camp. A total of 60 women will be trained. They will use their skills for their domestic needs and possibly for setting up tailoring business. LWF will buy 60 tailoring machines and provide to participants. It will also buy some cloths and thread for training purpose.

Activity 3.3 Handicraft/leather craft training for youths: LWF will run one training each in Kobe and Halowen camps on handicraft, specifically on leather craft. 30 participants will be trained in each

48 camp; hence a total of 60 refugees will be trained. LWF will higher trainers and provide required training materials as per the interests of participants.

Activity 3.4 Training Centre Construction: LWF will construct one facility each in Kobe and Heloweyn. Each facility will have four rooms to accommodate 25 training participants.

Activity 3.5 Engaging trainers for training: Trainers from members of the host community and other places will be engaged for all the above activities.

Activity 4 Environment Protection Interagency meeting has mandated LWF to undertake the activities for environment protection in Kobe, Heloweyn refugee camps and transit centre, in collaboration with Pastoralist Welfare Organization (PWO), a local NGO operating in Dolo Odo.

Activity 5.1 Nursery establishments: The activity requires both refugees and host communities to participate in the activity. LWF will set up one nursery each in Kobe and Heloweyn camps with target of 60,000 seedlings in each. Species will be selected to fit the local environment. LWF will train nursery care takers (five each) and also provide necessary tools. LWF will also construct a nursery shed for both nurseries.

Activity 5.2 Tree plantation: LWF will mobilize both local and host community members in planting those 60,000 seedlings produced in two nurseries. It will be planted around schools, community centre, public offices and refugee settlement.

Activity 5.3 Watering newly planted trees: LWF will rent donkey driven carts to transport water to the plantation sites. Watering those plants will be undertaken as per the need. Source of the water is the two rivers adjacent to the camps.

Activity 5.4 Environment awareness training: During the project period, LWF will conduct two environment awareness training per month both in Heloweyn and Kobe camps. This training will focus on soil and water conservation as well as other environment issues including garbage management and pollution. A total of 720 people are expected to take part in this training. LWF will engage both members of refugees and host communities for this activity.

Activity 5.5 Plastic bag reusing training: To address problems of plastic bag litter that is common in the area and minimize its negative impact on the environment and livestock, the project will organize activist groups with five members each at the Transit Centre and Kobe and Heloweyn camps, and conduct training on reusing plastic bags.

Activity 5.6 Collect used plastic bags to make “recycled” products: LWF will organize “recycling” groups to mobilize plastic bag collection and will also provide the necessary input such as dyes and knitting tools to produce “recycled” plastic bag products such as baskets and hats. Activity 5.7 Carry out market assessment and market linkages for “recycled” plastic bag products: A study will be conducted to assess the market in nearby towns and create market linkages for the products.

49 Activity 5:8 Construction of pilot bio-gas plant: As a pilot project, LWF will construct two bio-gas plants in Kobe (1) and Heloweyn (1) camps.

Activity 5:9 Training and demonstration on bio-gas development, utilization & management: The project will provide training for 10 refugees and 10 members of the host community in Kobe and Heloweyn camps on the development, utilization, management and maintenance of bio-gas plants. Activity 5:10 Provide energy saving stoves along with the necessary orientation: LWF will procure and distribute energy saving stoves to 2,000 households in Heloweyn and provide the necessary orientation on the efficient utilization of the stoves.

Activity 6 School construction and furnishing LWF will undertake the construction of one standardized permanent primary school in Buramino. In addition to carrying out the physical construction, LWF will contribute towards furnishing the class rooms and teachers’ offices.

Activity 7 Livelihoods development As with the Environmental Protection activities, LWF will collaborate with PWO to implement the livelihoods development activities. Activity 7:1 Support irrigation fed vegetable production: this activity is designed to engage the refugees in productive pursuit as well as help them produce supplementary nutritional food for their families. The activities will also be operated jointly with the host community who own the land in the area. LWF will pilot irrigation fed vegetable production, along the Genale River, on a total of 30 hectares of land at the Transit Centre and Kobe and Heloweyn Camps (10 hectares at each site) for a total of 60 households (20 HHS per site). The activity will also serve as income generating scheme as vegetable produce is scarce for the increasing number of UN and NGO staff. Seeds, tools and technical support will be provided to the groups involved in this scheme. Activity 7:2 Construct irrigation structures: In all the three sites simple irrigation structures will be laid out and rules and regulations established for water usage and timing for cropping to maintain standard. Water Users Committee (WUC) will be established and institutional capacity development training provided to the WUCs.

4.4 PROJECT IMPLEMENTATION METHODOLOGY LWF has entered into the operation recently after the huge influx of people in Dollo Odo. However, it has been working with Somali refugees in other three camps for a long time (Awbarre, Shedder, and Kebribeyha camps in Jijiga). It has experienced that it is paramount to engage refugee leaders and influential key people in the communities. It will engage as many refugee incentive paid volunteers as possible. Camp has under the overall supervision of government authority refugee representatives’ management structure for various sectors. LWF will implement activities through designated sector structure.

Sphere standards are to be used as guidelines for implementation of activities. It will ensure that all staff members engaged are made aware of the standards. All staffs will also be trained on humanitarian code of conduct and HAP. A complain handling mechanism will be put in place for refugee and other stake holders to present grievances for accountability.

50 4.5 INPUTS FOR PROJECT IMPLEMENTATION LWF is provided with a drilling rig and a crew by NCA for drilling bore holes and installation of necessary pumping equipments. Other required inputs and supplies for this project will be purchased in local town as far as possible. Only the items not found locally will be supplied from regional centre or capital. All staff members will be selected through competitive selection process. Only agreed and budgeted position will be filled in.

4.6 PLANNING ASSUMPTIONS, CONSTRAINTS AND PRIORITIZATION It is assumed that there will be a continuous flow of refugees due to the continued drought and ongoing conflict in Somalia. The situation is very volatile and cannot be predicted for future course of action. LWF will therefore revise action plans when needed with the available resources prioritizing the needs of the people and mandate from ARRA.

4.7 IMPLEMENTATION TIMETABLE

The project duration is 17 months from July 2011 to December 2012

4.8 TRANSITION OR EXIT STRATEGY Currently, LWF is doing emergency activities due to sudden and rapid influx of Somali refugees due to the drought in Somalia. The Ethiopian government and UNHCR have declared that this emergency will remain for the remainder of 2012 as an emergency and will not transition to a care and maintenance phase. 50,000 new refugees are expected to arrive in 2012 alone. Therefore the work of LWF and other agencies is expected to continue for years to come. However, capacity building activities are inbuilt in all the activities planned by LWF. Accordingly, transition to care and maintenance is envisaged to be smooth.

4.9 ADMINISTRATION & FINANCE

Administration All these activities will be implemented under the supervision of LWF Representative based in Addis Ababa. For smooth implementation, LWF has recruited an emergency program officer who will be fully responsible for implementation of this project. A project office has also been established in Dollo Odo. All sector responsible officers will be hired. For the implementation in camps, refugee incentive paid volunteers will be hired as per the norms established by ARRA. National staff for within camps activities will be hired only when no required skills are available amongst the refugee population.

Finance LWF Ethiopia will implement its activities directly and will have presence in the camps. The Finance Officer in the field will report to the Addis Ababa based Finance Manager. Expenditure will be made as per the standard rules and regulations of LWF.

51 4.10 MONITORING, REPORTING & EVALUATION LWF will carry out monitoring system of this project according to its established mechanism. All field level sector staff will submit their monthly work progress report to the field based project coordinator who will then compile and forward to emergency program officer for verification. Similarly, the finance officer will forward monthly finance report to the finance manager based in Addis Ababa. The emergency program officer will check all narrative report against finance expenditure to confirm and finalize monthly report. Such report will be shared to UNHCR and ARRA every month. A compiled report for both finance and narrative will be shared to ACT Coordination office Geneva as per the ACT reporting mandate.

4.11 COORDINATION Coordination with other ACT members Among ACT members, Christian Aid, NCA and LWF are active in this emergency in Dollo Odo. LWF has very closely been working with both Christian Aid and NCA at practical level. A regular meeting is being held at Addis Ababa level for fund raising, program development and implementation strategy between members of ACT Ethiopia Forum. This emergency response is graciously funded by other ACT members including LWR, DKH, FCA, GNC, DCA, FCA, CoS, NCA and Christian Aid. LWF will maintain close partnership throughout the operation with periodic updates.

Co-ordination with other organizations in the area of intervention For implementation of this project, there is need for good coordination on the part of LWF with the refugee leaders, host community leaders and ARRA. At the coordination office level in Dollo Odo, there will be regular coordination meeting, including relevant cluster meetings, where LWF /NCA will actively participate. Outcomes of the regular coordination meeting among UNHCR, government and other implementing partners will be inputs for revising implementation strategy to address priority of the people. At the country office level, LWF will actively participate in interagency task force coordination meeting hosted by UNHCR. This meeting strategizes the work of all agencies in camps.

4.12 BUDGET: LWF – (PLEASE REFER THE ATTACHED EXCEL DOC FOR THE BUDGET DETAILS

52 Lutheran World Federation Department for World Services Budget Estimate for the third revision ACT APPEAL ETH111 - REFUGEE RESPONSE - DOLO ODO

S.N. Expenditure Unit Qty. Unit Cost Total Unit Qty. Unit Cost Total Original Budget Revised Budget Non Food Items 1 Water Supply WASH Equipments in Kind 171,000 684,013 1.1 Water Supply at Transit and Recpetion Centers 1.1.1 Water tankering for 3 months Tanks 360 120 43,200 Tanks 800 120 96,000 Development of shallow wells with pumping equipment and 1.1.2 power generator No 2 70,892 141,784 No 1 - - 1.1.3 Water bladder tanks No 2 707 1,414 No 3 - - 1.1.4 Water pump No 2 1,962 3,924 No - - 12 1.1.5 Polythene pipes for water distribution (lump sum) Sites 2 4,116 8,232 Ls 1 21 21 1.1.6 Pipes, fitting, testing and kits Set 2 4,377 8,754 Set 1 14 14 1.1.7 Water treatment supplies Set 2 4,823 9,646 Set 2 - - 1.1.8 Cement for tap posts, juction box, fence etc. Sacks 50 20 1,000 Sacks 63 20 1,268 1.1.9 Labour for civil works Sites 2 3,000 6,000 Sites 2 4,774 9,548 1.1.10 Diesel for two engines Ls. 1 10,460 10,460 Ls. 1 - - 1.1.11 Back up generator No 1 15,300 15,300 No 1 - - 1.1.12 Lubricants Ls. 2 1,500 3,000 Ls. - - - 1.1.13 Spare parts for generators Ls. 2 3,500 7,000 Ls. - - - 1.1.14 Provision for spare surface water pump (32 and above over head) No 2 600 1,200 No 1 - - Sub Total 260,914 106,863 1.2. Water Supply at Bur-Amino Camp

53

1.2.1 Design work of water supply system No 1 2,917 2,917 1.2.2 Shallow wells with depth of 20 meters No 33 11,500 379,500 No 1 3,784 3,784 1.2.3 Supply of submersible pump (4kw) No 33 49,392 1,629,936 No 2 3,552 7,104 1.2.4 Supply of horizontal submersible pump 1 3,552 3,552 1.2.5 Overhead tanks of 15,000 liters No 33 2,700 89,100 No 6 28,750 172,500 1.2.6 Water bladder tanks No 6 707 4,242 No 15 711 10,659 1.2.7 Supply of centrifugal pumps (55 kw) No 33 1,962 64,746 No 2 29,172 58,343 1.2.8 Pipes, fitting, testing and kits set 33 4,377 144,441 set 2 72,274 144,548 1.2.9 Water treatment supplies LS 33 4,823 159,159 LS 2 15,000 30,000 1.2.10 Tanks storage and transport LS 1 30,600 30,600 LS 2 3,825 7,650 1.2.11 Water point Construction No 30 1,984 59,520 1.2.12 Reservoir Construction 50 m³ No 6 8,752 52,509 1.2.13 Spare parts for pumping equipment No 33 1,764 58,212 No 3 13,137 39,411 1.2.14 Back up generator (KW 80 - 100) No 11 15,300 168,300 No 3 63,321 189,962 1.2.15 Spare parts for generator L/S 1 42,000 42,000 L/S 1 10,500 10,500 1.2.16 Fuel for water pumps Ltr 273,750 1.5 410,625 Ltr 16,667 2 25,000 1.2.17 Lubricants L/S 1 21,000 21,000 L/S 1 5,250 5,250 1.2.18 Labour for shallow wells and water tank installations L/S 1 106,000 106,000 L/S 1 25,000 25,000 1.2.19 GBV assessment in Dolo Odo refugee camps L/S 1 17,904 17,904 L/S - - - 1.2.20 Rubb hall installation Pcs. 1 5,257 5,257 Pcs. 1 2,230 2,230 1.2.21 Capacity building training No 200 47 9,346 No - - - Sub Total 3,340,368 846,887 2 Sanitation and Hygeine Promotion Sanitation and Hygeine Promotion at Reception and Transit 2.1. Centres 2.1 Latrine installation LS 1 7,645 7,645 Ls 1 250,000 250,000 2.2 Hygiene and sanitation promoter ( 9 ) Month 11 228 2,508 Month 153 228 34,884 2.3 Sanitation and hygiene promotion assistant (6) Month 12 638 7,656 Month 102 638 65,076 2.4 Sanitation items to be used for other 4 camps LS 1 52,189 52,189 LS 1 21,000 21,000 Sub Total 69,998 370,960

54 2.2 Sanitation and Hygeine Promotion at Bur-Amino Camp 2.2.1 Construction of latrine blocks No 250 1,834 458,572 2.2.2 Maintainance of existing latrine blocks ls 1 50,000 50,000 2.2.3 Supply of waste collection barrels No 416 23 9,693 2.2.4 Donkey cart hire Months 4 1,750 7,001 2.2.5 Fencing of water points No 58 146 8,468 2.2.6 Supply of caustic soda Ls 1 2,334 2,334 2.2.7 Construction of washing basins No 30 1,460 43,800 2.2.8 Promotion of private shower facilities No 360 40 14,400 2.2.9 Preparation of latrine disludging area No 1 3,500 3,500 2.2.10 Soap distribution Pcs 55,000 0 19,250 2.2.11 Supply of sanitary pads for women Packs 15,000 1 13,500 2.2.12 Supply of baby potties Pcs 4,000 3 12,000 2.2.13 Disposal Pit excavation No 1 5,000 5,000 2.2.14 Supply and instalation of hand washing kits No 625 1 563 Sub Total 598,081 3 Skills Development and Recreation Centre 3.1 Literacy Classes for Youth and Adults 3.1.1 Books and stationeries no 300 20 6,000 0 - - - 3.1.2 Mats for learners LS 1 1,000 1,000 0 - - - 3.1.3 Tutor for literacy class (refugees 12) Month 12 504 6,048 0 - - - 3.2 Brick Making Training - 3.2.1 Equipment and supplies for training LS 1 3,000 3,000 LS 1 3,000 3,000 3.2.2 Trainer's fee (refugees) LS 1 700 700 LS 1 700 700 3.3 Tailoring Training for Women - 3.3.1 Tailoring machine No 60 150 9,000 No 60 152 9,106 3.3.2 Clothes and threads LS 1 3,000 3,000 LS 1 24,000 24,000 3.3.3 Trainer's fee Month 12 6,552 78,624 Month 12 667 8,000 3.4 Handicraft/leather craft for the youth 3.4.1 Training supplies (Including furniture) LS 1 5,000 5,000 LS 1 20,000 20,000

55 3.4.2 Trainers' fee (refugees 6) Month 12 252 3,024 Month 12 667 8,000 3.5 Recreation Centre for children 3.5.1 Play materials for children LS 6 2,000 12,000 0 - - - 3.5.2 Mats for children LS 3 1,000 3,000 0 - - - Sub Total for Skill Development and Recreation Centre 130,396 72,806 4 Nutrition 4.1 Supplementary feeding for under 5 children for Kobe (3 months) LS 6500 15 97,500 LS - - - 4.2 Miscellaneous (utilities) LS 1 10,000 10,000 LS - - - Sub Total 107,500 - 5 Environment protection 5.1 Nursery establishment 5.2 Nursery bed preparation No 2 3,000 6,000 No 2 3,000 6,000 5.3 Shed construction No 2 2,000 4,000 No 2 2,000 4,000 5.4 Seed and ploy bags LS 1 3,000 3,000 LS 1 3,000 3,000 5.5 Hire donkey driven cart for watering 1 6,000 6,000 1 6,000 6,000 5.6 Tree plantation No 60,000 0 5,000 No 60,000 0 5,000 5.7 Hire donkey driven cart for watering for newly planted trees LS 1 10,000 10,000 LS 1 10,000 10,000 5.8 Environment protection training No 48 50 2,400 No 48 50 2,400 Training on plastic bag reusing for 3 activist groups at 2 camps and 5.9 transit Groups 3 2,450 7,350 Groups 3 2,450 7,350 5.1 Provision of inputs for making recycled bags LS 1 5,295 5,295 LS 1 5,295 5,295 5.11 Carry out study on market assessment & market lnkages Study 1 2,941 2,941 Study 1 2,941 2,941 5.12 Construct bio-gas plant at Kobe & Halowen No 3 2,059 6,177 No 3 2,059 6,177 Training and demonstration on bio-gas development, utilization 5.13 and management for 7 days Trainees 20 43 860 Trainees 20 43 860 5.14 Provision of energy saving stoves in Halowen No 2000 10 20,000 No 2,000 10 20,000 Orientation on efficient utilization of stoves for 2000 HHs with 200 5.15 participants in each session Sessions 10 18 180 Sessions 10 18 180 5.16 Wire nets for newly planted tress 994 994 Sub Total 80,197 80,197

56 6 Education 6.1 Primay school furnishing (each 4 class rooms plus office) No 3 25,000 75,000 No 1 - - 6.2 Primary school construction No 3 93,333 279,999 No 1 190,705 190,705 Sub Total 354,999 190,705 7 Livelihood Development 7.1 Construction of irrigation structure No 3 29,410 88,230 No 3 29,410 88,230 7.2 Pumps with 3 spares No 9 4,120 37,080 No 9 4,120 37,080 7.3 Diesle fuel for pumps litre 28800 1.5 43,200 litre 28,800 2 43,200 7.4 Different vegetable seeds (onion, tomato, cabbage, etc) kg 45 60 2,700 kg 45 60 2,700 7.5 Tractor higher Quintal 150 80 12,000 Ls 1 12,000 12,000 7.6 Pesticides for two cropping seasons 7.6.1 Insecticide Litre 270 18 4,860 Litre 270 18 4,860 7.6.2 Fungicide kg 480 30 14,400 kg 480 30 14,400 Hand tools package including watering can, shovel, hoe and 7.7 sprayer Site 3 789 2,367 Site 3 789 2,367 7.8 Store for seeds and tools No 3 2650 7,950 No 3 2,650 7,950 7.9 Establish & train irrigation water users' committee Committee 3 250 750 Committee 3 250 750 7.1 Training in irrigation agronomy for 7 days HH 60 43 2,580 HH 60 43 2,580 Sub Total 216,117 216,117 8 TEMPORARY SHELTER 8.1 Office and staff residence blocks No 1 75,000 75,000 No 1 190,000 190,000 8.2 Child play centre construction No 3 20,000 60,000 No - - - 8.3 Training centre construction (4 rooms for one centre) No 3 35,500 106,500 No 2 20,000 40,000 Sub Total 241,500 230,000 9 Transport, warehousing and Handling costs 9.1 Fuel for vehicle ltr 3240 1.5 4,860 ltr 7,000 2 10,500 9.2 Lubricants and ware/tear Month 36 500 18,000 Month 30 500 15,000 Sub Total 22,860 25,500 10 CAPITAL ASSETS 10.1 Provision of a hardtop vehicle No 5 40,000 200,000 No 5 36,105 180,524

57 10.2 Furniture No 60 200 12,000 No - - - 10.3 Computers No 10 930 9,300 No 10 930 9,300 10.4 Printers No 2 500 1,000 No 2 500 1,000 10.5 Photocopier No 1 1,500 1,500 No 1 1,500 1,500 10.6 Digital Camera No 1 400 400 No 1 400 400 10.7 Office furniture L/S 1 4,690 4,690 L/S 1 16,000 16,000 10.8 Cooking utensils kitchen equipments ls 1 7,000 7,000 ls 1 7,000 7,000 10.9 V-sat/wireless internet system No 1 30,000 30,000 No 1 25,000 25,000 UHF/VHF Standard Radio (8 hand held with two base stations, 2 10.1 mobile for vehicles with license) No 1 20,000 20,000 No 1 15,000 15,000 10.11 Provision for power generator KVA No 1 12,000 12,000 No 1 13,977 13,977 Sub Total 297,890 269,701 11 Direct Programme Related Costs 11.1 Water Engineer Month 12 1,232 14,784 Month 17 672 11,424 11.2 Water Technician Month 12 942 11,304 Month 17 85 1,443 11.3 Irrigation Agronomist Month 12 1,232 14,784 Month 17 1,232 20,944 11.4 Agriculturalist (3) Month 36 942 33,912 Month 45 942 42,390 11.5 Bio-gas plant technician Month 12 942 11,304 Month 17 472 8,024 11.6 Generator Electrician Month 12 942 11,304 Month 17 208 3,542 11.7 Generator Mechanic Month 12 638 7,656 Month 17 292 4,958 11.8 Water attendants (2) Month 24 346 8,304 Month 33 346 11,418 11.9 Water pump and generator operators (2) Month 24 168 4,032 Month 33 168 5,544 11.10 Security Guards (4) Month 48 346 16,608 Month 84 238 19,992 11.11 Water attendants (23) Months 276 42 11,592 Months 483 25 12,075 11.12 Guards (refugee 8) Month 96 32 3,072 Month 105 38 3,985 11.13 Nursery worker's salary (6 people) Month 72 228 16,416 Month 81 22 1,800 11.14 Environment pretoction officer Month 12 1,233 14,796 Month 21 1,527 32,069 11.15 Skills training officer (2) Month 24 1,232 29,568 Month 33 500 16,500 11.16 Early childhood development officer Month 12 1,232 14,784 Month 21 616 12,936 11.17 Salary for nurses No 2 942 5,652 No 15 833 12,500

58 11.18 Salary for nutrition councellor No 6 525 9,450 No 27 272 7,343 11.19 Recreation Staff (refugees 18) Month 216 50 10,876 Month 225 6 1,250 11.20 Driver's salary Month 12 525 6,300 Month 17 525 8,925 11.21 Driver's salary Month 12 525 6,300 Month 17 525 8,925 11.22 Driver's salary Month 12 525 6,300 Month 17 525 8,925 11.23 Project Coordinator (1) Month 12 1,643 19,716 Month 17 805 13,677 11.24 Finance Officer (1) Month 12 1,233 14,796 Month 17 617 10,481 11.25 Project accountant (1) Month 12 638 7,656 Month 17 319 5,423 11.26 Admin/Logistics Officer (1) Month 12 1,233 14,796 Month 17 617 10,481 11.27 Driver (1) Month 12 525 6,300 Month 17 525 8,925 11.28 Officer Cleaners/cook (3) Month 36 200 7,200 Month 45 200 9,000 11.29 Security Guard (6) Month 72 200 14,400 Month 81 36 2,925 11.30 Child play center care providers (36) Month 432 42 18,038 Month 441 - - 11.31 Care taker for planted tress (3) Month 36 134 4,814 Month 45 - - 11.32 Stationeries and supplies Months 12 300 3,600 Months 17 417 7,083 11.33 Communications Months 12 500 6,000 Months 17 625 10,625 11.34 Office rent Months 6 590 3,540 Months 15 590 8,850 11.35 Office utility Months 1 400 400 Months 17 44 748 11.36 Provision for internet subscription Months 12 500 6,000 Months 17 500 8,500 11.37 Staff movement for R and R and other official trips to Addis Months 12 1,000 12,000 Months 17 1,250 21,250 11.38 Fuel for vehicle ltr 1080 1.5 1,620 ltr 1,890 5 8,750 11.39 Lubricants and ware/tear Month 12 500 6,000 Month 17 500 8,500 11.40 Fuel for Generator Ltr 17,520 1.47 25,754 Ltr 17,857 1 26,250 11.41 Spare parts LS 1 3,500 3,500 LS 1 6,125 6,125 11.42 Staff training cost (HAP, SPHERE, Code of Conduct) Training 6 300 1,800 Training 15 300 4,500 11.43 Visibility and compalints handling mechanism and tools L/S 1 2,400 2,400 L/S 1 4,200 4,200 Sub Total 449,429 433,205 Total Direct Costs 5,572,168 INDIRECT COSTS: PERSONNEL, ADMINISTRATION, OPERATIONS & 12 SUPPORT

59 Coordination & mangement cost 12.1 Emergency program officer(100% ) Month 12 1,891 22,692 Month 17 2,339 39,758 12.2 Res Representative (30% of monthly salary) month 12 2,824 33,888 month 17 2,727 46,353 12.3 Finance Manager (40% of monthly salary) month 12 452 5,424 month 17 339 5,763 12.4 Program Coordinator (40% of monthly salary) month 12 732 8,784 month 17 549 9,333 12.5 Program Officer (30% of monthly salary) month 12 226 2,712 month 9 226 2,034 12.6 PME Officer (40% of monthly salary) month 12 301 3,612 month 9 301 2,709 12.7 Logistic Officer (40% of monthly salary) month 12 172 2,064 month 17 172 2,924 12.8 Procurement officer (40% of monthly salary) month 12 136 1,632 month 17 136 2,312 12.9 Senior Accountant (30% of monthly salary) month 12 167 2,004 month 9 167 1,503 12.10 HR & General Services Manager (25% of monthly salary) month 12 137 1,644 month 17 137 2,329 12.11 Communications Officer (100%) Month 12 900 10,800 Month 17 389 6,615 Office Operations - 12.12 Vehicle running cost month 12 732 8,782 month 17 1,403 23,857 12.13 Office rent month 12 600 7,200 month 17 600 10,200 12.14 Office supplies and utilities month 12 274 3,292 month 17 278 4,731 12.15 Communication (Telephone and fax) month 12 324 3,888 month 17 324 5,507 Sub Total 118,418 165,929 AUDIT & MONITORING - 12.16 Resource management review LS 1 16,800 16,800 LS 1 16,800 16,800 12.17 Audit fee and bank charge LS 1 6,024 6,024 LS 1 6,024 6,024 12.18 External management audit 0 0 - - No 2 8,000 16,000 12.19 Technical backstopping and M&E month 12 1,000 12,000 month 17 1,000 17,000 12.20 Visibility and HAP LS 1 6,024 6,024 LS 1 6,024 6,024 Sub Total 24,048 61,848 12.20 ACT ADMINISTRATION FEE 3% (excluding NCA contribution in kind) 171,439 113,236 Grand Total 5,886,073 4,466,046 Note: the currency is in USD for all the unit and total costs above.

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APPEAL COMPONENT 5: IOCC/EOC-DICAC – FOOD AND AGRICULTURAL SUPPORT PROVIDED IN DIKSIS, ARSI-ROBE AND TENA

Due to the delay of the funding commitment to ETH111 drought component, significant project administration costs were not been utilized at the beginning of the project. Some of estimated program costs and need were also found to be more than the actual costs and need. For example, it has been planned to purchase 70 water pumps for 32 thousand Birr each while the actual need was 62 water pumps and the actual cost for each was 23 thousand Birr.

For the above mentioned reasons, there has been substantial under spending in several line items of the rehabilitation component of the budget. This revised appeal targets to continue and expand rehabilitation activities by fully utilizing the available funding allocated for rehabilitation component of the appeal with in the targeted Tena and Arsi-robe weredas. There fore, this revision is rather a budget revision and not a request for additional funding.

Pre ETH111

The prolonged La Nina conditions in Ethiopia have affected a second consecutive rain season resulting in drought. Following a complete failuip of the 2010 October‐December rains and related harvests, the 2011 March‐May rains began late and were erratic. This has led to the current drought, which is considered the worst in thirty years. The drought is characterised by substantial harvest failure, decrease in water availability, deteriorating pasture conditions and livestock losses in the southern, south-eastern pastoral and agro-pastoral parts of the country, including major bulgar cropping areas of Amhara, Oromia, SNNPR and Tigray.

According to joint Government and Humanitarian partners belg (in the short rain season) assessment issued in July, 4,567,256 people and their livestocks are identified as affected by the drought and require urgent assistance. Out of the total, 41% of the needy population is from Oromia region while 31% is from Somali region and 31% from Amhara region.

Following the July 2011 government appeal, EOC-DICAC/IOCC proposed to intervene in emergency relief and rehabilitation activities to address the need s of 17,000, 12,000 and 6,000 communities in Diksis, Arsi robe and Tena woredas respectively through the ACT ETH111 Appeal. The intention was to complement the on-going efforts by the government of Ethiopia through the Disaster Risk Management and Food Security Sector (DRMFSS), in collaboration with humanitarian partners (donors, NGOs, UN agencies)

While implementing the ETH111 rehabilitation components in the intervention woredas, the 2012 government appeal was launched in January 2012 indicating that the rains have not been sufficient enough in various areas and hence food grain water and pasture shortages are likely to re-emerge in the year 2012. According to this government appeal, food insecurity situation in the country still remains to be a major challenge again and at least a total of 3,244,575 people would be in need of food assistance in 2012. The appeal indicated that there are currently, 1,093,427 people in Oromiya alone, which is 33.7% of the total population in the country requiring emergency food assistance.

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ACT Appeal: Ethiopia IOCC/EOC-DICAC Drought Response - ETH111 Rev. 3

This ETH111 appeal revision is required to:

1. To revise the budget allocated to accomplish the activities in the current appeal due to commodity and service price hike 2. To include activities to address outstanding and emerging needs within the targeted communities due to continued drought situation.

The revised appeal continues focusing on rehabilitation activities in the targeted Arsi-robe and Tena woredas.

Table 5. Number of targeted beneficiaries with respect to the proposed assistance in the IOCC/EOC-DICAC intervention areas

Wereda Food Supp. Seed Farm Goat/ Water hand dug Water Training on (District) Dist. provision tools pumps well & pond Food sheep rehabilitation rationing Provision Disaster water and Dist. provision risk sanitation reduction

Tena N/A 600 680 700 70 24,000 N/A 40 35

Arsi-Robe N/A 1,400 1,500 900 240 36,000 N/A 70 255

Diksis N/A 240 1,320 400 0 7,000 N/A 50 25

S.total 2,240 3,500 2,000 310 67,000 N/A 160 315

5.1 ACTIVITIES OF THE PROJECT FOR DROUGHT AFFECTED BY IOCC/EOC-DICAC PROJECT GOAL AND OBJECTIVES

The goal of this IOCC/EOC-DICAC ETH111 extension project is to contribute to the improvement of lives and livelihoods of the drought affected communities ( by implementing various rehabilitation activities) in Tena, Arsi-robe and Diksis werdas of the Oromiya regional state.

Specific Objective (1): To contribute to asset building for 2,000 resource poor women headed households, people with special needs and people living with HIV in the drought affected weredas.

62 ACT Appeal: Ethiopia IOCC/EOC-DICAC Drought Response - ETH111 Rev. 3

Activities: Purchase and provision of 4,000 sheep/goats to 2,000 resource poor women headed households, people with special needs and people living with HIV in the drought affected areas.

Outputs: 2,000 labour poor Resource less women headed households, people with special needs and people living with HIV in the drought affected weredas provided 4,000 sheep/goats.

Specific Objective (2): To contribute to the food security and improvement of livelihood of 2,240 drought affected people in the weredas through provision of access to agricultural inputs.

Activities: Purchase and distribute 56 tons of agricultural inputs (crop and vegetable seed) to a total of 2,240 drought affected and vulnerable people (15 tons for Tena 35 for Arsi-robe and 6 for Diksis weredas)

Outputs: A total of 2,240 drought affected and vulnerable people provided 56 tons of agricultural inputs (seed)

Specific Objective (3): To contribute to the food security and improvement of livelihood of 3,500 drought affected people in the project areas through provision of agricultural inputs (650 in Tena, 1,583 in Arsi- robe and 1,267 in Diksis weredas )

Activities: Purchase and distribute 10,500 farm tools (3 types as package) tons of agricultural inputs (farming tools) to a total of 3,500 drought affected and vulnerable people (1950 for Tena, 4,750 for Arsi-robe and 3,800 for Diksis weredas)

Outputs: A total of 3,500 drought affected and vulnerable people provided 10,500 agricultural inputs (farming tools)

Specific Objective (4): To contribute to improved clean water access through rehabilitation of 20 water points to 60,000 drought affected people in the project areas (24,000 in Tena and 36,000 Arsi-robe weredas )

Activities: Maintain and rehabilitate 20 water points in Tena and Arsi-robe Woredas (8 in Tena and 12 in Arsi-robe weredas)

Outputs: well-maintained and rehabilitated 20 water points

63 ACT Appeal: Ethiopia IOCC/EOC-DICAC Drought Response - ETH111 Rev. 3

Specific Objective (5): To create access to water for a total of 8,700 livestock and for 7,000 people in Diksis wereda though rehabilitation of one pond

Activities: Maintenance and rehabilitation of 1 ponds in Diksis wereda)

Outputs: well-rehabilitated and maintained one community ponds

Specific Objective (6): To build capacities of the communities by providing trainings on disaster managements and risk reduction (for 160 people), on water management hygiene and sanitation related issues (for 315 people) and by equipping 10 community water schemes with the necessary spare parts

Activities: Provision of training for 160 and 315 people in water related, and disaster risk reduction issues respectively; and providing spare parts for 10 community water schemes.

Outputs: 315 and 160 people provided training on disaster risk reduction and water management related issues respectively; and 10 community water points provided spare parts.

Table 7: Staff requirement and their roles

SN Position Title # Role

 Organize and lead the project 1 Emergency 1  Coordinate the planning, execution & coordination of the implementation of Project the project coordinator  Manage the HR of the project  Responsible for all administrative matters  Responsible for communication and networking with local actors including government  Responsible for preparation and submission of progress & final and activity reports  Particularly responsible for coordinating and technically supporting the 2 Emergency 3 communities in the food for work activities team leader  Recording the daily achievements of the food for work activities and reporting the same regularly.  Organize trainings to development agents and farmers

 Perform all the financial reports 3 Zone 2  follow-up the financial transactions Accountant  file the support documents

 Recording the daily achievements of the seeds, tools and animal distribution 4 Registrar 3 activities and reporting the same regularly and cashier  Draw cash from banks when approved and allowed  Effect salary payments for daily workers

64 ACT Appeal: Ethiopia IOCC/EOC-DICAC Drought Response - ETH111 Rev. 3

 Deposit cash in banks  Keep records of the daily seed, tools and animals distribution activities (the 5 Commodity 6 amount of food distributed and number of beneficiaries) distributers/  Register prospective beneficiaries of the project prior to start of food Community distribution facilitators

 Provide necessary warehouse management and support to project 6 Store Keeper 5

 Safeguard warehouses 7 Guards 5

PROPOSED EMERGENCY ASSISTANCE & IMPLEMENTATION

Following the July 2011 government appeal and need assessment survey conducted, EOC-DICAC/IOCC proposed to intervene in emergency relief and rehabilitation activities to address the need s of 17,000, 12,000 and 6,000 communities in Diksis, Arsi robe and Tena woredas respectively through the ACT ETH111 Appeal. This was to complement the ongoing efforts by the government of Ethiopia through the Disaster Risk Management and Food Security Sector (DRMFSS), in collaboration with humanitarian partners (donors, NGOs, UN agencies). There was however, a delay from donors in responding to the EOC-DICAC/IOCC drought appeal. Later, some donors especially, ACT for Peace (NCCA) has pledged and secured a good some of funds in response of the drought appeal. However, since the time for emergency assistance has been passed, EOC-DICAC/IOCC in consultation with ACT alliance and ACT alliance Ethiopia forum has decided to implement the second phase of the intervention i.e. the rehabilitation component; which includes water schemes maintenance, water-pump provision and restocking.

While implementing the ETH111 rehabilitation components in the intervention woredas, the 2012 government appeal was launched in January 2012 indicating that the rains have not been sufficient enough in various areas and hence food grain water and pasture shortages are likely to re-emerge in the year 2012. According to this government appeal, food insecurity situation in the country still remains to be a major challenge again and at least a total of 3,244,575 people would be in need of food assistance in 2012. Tena and Ars-robe were also included in the 2012 similar with that of 2011; while Diksis was not included in the 2012 appeal.

In addition to the on-going IOCC/EOC-DICAC ETH111 activities, this extension project comprises rehabilitation activities that would be implemented post crisis, i.e. contains the following components.

The activities are being proposed on the need assessment survey conducted by IOCC/EOC-DICAC experts, the request of respective wereda authorities and in response of the 2012 government appeal.

Post crisis activities Restocking

65 ACT Appeal: Ethiopia IOCC/EOC-DICAC Drought Response - ETH111 Rev. 3

According to the respective werda administration bodies, 35% of the households in these areas are women headed due to the prevalence of polygamy. These household are labour poor and resource less, which are being affected most during the occurrence of natural calamities such as the 2011 and 2012 droughts. The provision of sheep and goat to women headed households is found to be the most effective and successful component as far as the rehabilitation activities of EOC-DICAC is concerned. The advantage of small ruminants over cattle according to the 2007 EOC-DICAC similar project beneficiaries in Arsi robe is that sheep and goat can reproduce with in a relatively shorter period (twice a year) and their management is simple with small feed consumption. Hirpe Asefa, 40; with 3 children in Jida Robe PA is one of the 2007 project beneficiaries. Taking two sheep initially from the project she was fortunate enough to become the owner of 13 sheep. Since the harvest in 2009 was poor, she sold 6 sheep to cope up with the situation and remained now with 7 sheep. By the money she has earned from the sheep sell, she bought three quintals of wheat and teff both for household consumption and seed reserve. By so doing she was able survive with her family and with stand the shocks. She has also bought educational and stationery materials for the children, who were dropouts before the intervention of the project.

Thus, with the intention to replicate this component especially to the women headed households in the three woredas, it is proposed to provide 4,000 sheep/goats (Two sheep/goat per head) for 2,000 beneficiaries; substantial of which would be women headed households. This is being implemented through the on-going IOCC/EOC-DICAC ETH111 rehabilitation project. The werda authorities, and women headed households, who were not included in the ETH111 project and affected by the 2012 droughts are also requesting the project offices to intervene in this component. There are also marginalized communities in one of the weredas i.e. Arsi-robe, who face similar vulnerability due to socio-economic backgrounds and constraint. These communities requested IOCC/ EOC-DICAC to provide them such productive assets.

Seed Provision

With the intention to early recover the affected communities and resume the farming communities their agricultural activity in the coming cropping season, it has been proposed to supply seeds. There was a plan to purchase and supply 56 metric tons for 2,500 head of families, which is being implemented by the on-going ETH 111 project.

Farm tools Provision

In the discussion that EOC-DICAC experts made with the respective wereda authorities and contacted community members, it was learnt that there was a great need for farming tools. The wered authorities have officially requested to support the communities with tools. In addition to the routine agricultural activities, these farming tools help them to work in soil and water conservation activities, which they are implementing in campaigns. It ws reported that drought-affected communities have depleted their assets including farm tools as a coping mechanism in the recurrent drought periods. In light of this, it is proposed to provide three types of farm tools package (hoe, shovel and plough) for a total of 3,500 community members; for 680, 1,500, and 1,320 Tena, Arsi-robe and Diksis community members respectively.

Maintenance and rehabilitation of water points

Apart from food insecurity, women and children in Arsi robe have long been suffering in fetching water from remote and inaccessible areas. According to the woreda water mines and energy offices, average

66 ACT Appeal: Ethiopia IOCC/EOC-DICAC Drought Response - ETH111 Rev. 3 water coverage of the woredas is 21.5%, which is very far from the regional coverage, which is 49.5%. It is common to see women travelling long distances to fetch water from unprotected sources such as ponds and rivers. It was also witnessed both domestic animals and humans share the same unprotected and water source.

10 springs/hand-dug wells and 1 pond in Arsi-robe and Diksis respectively are being constructed by the ETH111 project to benefit 37,000 people. Compared to the low level of the weredas water coverage however, the weredas have a long way to go to attain the water needs both for the people and for livestock. The respective wereda administration bodies, water mines, and energy offices requested EOC- DICAC to construct additional water schemes especially in PAs like Sedika, Chefe and Endeto in Arsi- robe, Azazira and Kereyu in Tena and wetera and Bulala in Diksis weredas. Assessments made by IOCC/EOC-DICAC project office experts also revealed that these areas have critical water problem both in adequacy and in quality. According to the Arsi zone DRMFSS, these werdas in the past were known for their animal husbandry and fattening. The livestock currently however are not in a good performance mainly due to the absence of quality and adequate feed and water to drink due to the recurrent droughts. Thus in addition to the eleven schemes being implemented, IOCC/EOC-DICAC propose another 10 potable water schemes in Tena and in Arsi-robe woredas. In general a total of 21 water schemes (20 potable water schemes and 1 ponds) would be constructed to benefit a total of 67,000 and 8,700 livestock in Tena, Arsi-robe and Diksis communities.

Capacity building (training and provision of spare parts to community water schemes

The joint assessment findings of both the project office and the respective wereda water mines and energy offices revealed that nearly, 20% of the malfunctioning community water points in the weredas, which were constructed in the past by various institutions including the government are due to lack of spare parts. Accordingly, the necessary spare parts such as faucets, gate valves, cabling, union and nipples will be purchased and provided to 10 water committees. It was also witnessed that the foundation, mechanisms and sense of ownership of some community members and water committees of these institutions that would contribute to the sustainability of the schemes in this regard was very poor. In light of this the necessary water management and maintenance training, the use of community involvement in such activities would be provided and community bylaws would be developed with the involvement and participation of concerned communities and wereda water, mines and energy office. In addition, the necessary training and spare parts would be provided both for the on-going ETH111 water schemes and newly proposed ones. A total of 315 water committee members, out of which 140 from the 20 new and ongoing ETH111 schemes and the remaining 175 from previous 35 water schemes will be trained in water management, hygiene and sanitation, water fee collection, maintenance and other related issues. In addition to the provision of training on water related issues, training of trainers (TOT) focusing on disaster risk reduction and disaster management would be provided for 160 (40 from Tena, 70 from Arsi-robe and 50 from Diksis) selected community members (40 from each wereda). These in turn would transfer similar knowledge concerning the subject to their respective communities.

The objective of this training is to contribute to build disaster resilient communities and will focus on income diversification, saving, avoidance of unnecessary wastage of resources at times of good harvest, early warning, coping mechanisms during disasters, early warning and adaptation and mitigation strategies of climate change threats.

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5.2 PROJECT IMPLEMENTATION METHODOLOGY FOR DROUGHT AFFECTED

Project administration The Ethiopian Orthodox Church Arsi Zone diocesan branch office would be responsible to undergo the relief and rehabilitation project in this zone. This Church structure has ample experience in implementing relief, rehabilitation and development programs for many years. There is also ongoing water resources development project in one of the woredas namely, Tena. This project has also the responsibility to provide technical back-up, monitor and follow-up the implementation of the proposed project in the woredas. Moreover, temporary project staffs will be recruited for daily follow-up and monitoring of activities. Except Diksis, Arsi Robe and Tena woredas have been EOC-DICAC emergency relief and development project areas and there would be an opportunity to find temporary project staffs with such relief and emergency experience.

EOC-DICAC has an experience of implementing relief and rehabilitation projects together with other development projects simultaneously in the same woreda. Tena water supply project can be mention as an example for this. This project has a rich experience of implementing similar relief and rehabilitation projects. It has successfully implemented AFET 61 and AFET 81 projects in Arsi Robe. Thus this project will be responsible to monitor and evaluate the overall project cycle management of this relief, and rehabilitation and livelihood improvement project. One project coordinator will also be recruited for daily follow up, coordination with the woreda government line departments (GOLDs), with the project, with the head office and with the community at grass root level. The relief and rehabilitation division of and the development department of the commission which has been implementing such type of projects nearly for four decades, are also responsible to provide technical back up towards the fiscal implementation of the project. In addition the senior accountant who is delegated for the division will be responsible to consolidate the head office expense costs and the project costs and provide financial report for the back financing partner.

In addition to the Church structures, the respective regional, zonal and woreda Government Office Line Departments (GOLDs) and administration bodies also have years of experience in implementing such programs in partnership with EOC-DICAC. These government institutions have the responsibility to render technical back-up, to screen the eligible beneficiaries, to select feasible sites and to mobilize the community to participate in the project cycle management. EOC-DICAC and its projects and coordination offices have smooth work relationship with respective government bodies.

Since the government institutions too have the responsibility to render technical back-ups, to screen the eligible beneficiaries and provide the necessary support for the implementing organization, it is believed that the project would be implemented successfully.

The project coordinator together with his/her staff in collaboration with the Tena water supply sanitation and hygiene project coordinator, the woreda and zonal dioceses of EOC, will be responsible for the overall implementation of the project implementation, administration and financial management, ensure proper implementation, monitoring and reporting of the project activities in line with rules and regulations of EOC-DICAC. Reports are submitted on monthly, quarterly and annual basis.

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5.3 PROJECT FINANCE MANAGEMENT AND CONTROLS

Finance procedures IOCC has well established financial system and significant capacity to manage large funds. Its finance department will be fully responsible to receive, disburse to field, control and report to donors and relevant stakeholders. At field level, there is an EOC-DICAC bank account opened for emergency program at EOC/DICAC level with signatories of the EOC-DICAC officials. The funding organization would transfer funds to EOC-DICAC accounts, which in turn would transfer to the project against periodic work progress.

Accounts will be opened for the projects at the Arsi Robe branch of CBE. The signatories of this account will be the respective project coordinator and a co-signatory to be specified by EOC/DICAC. EOC/DICAC will transfer funding for the project to this account as necessary. Only the cashier will be able to draw cash from the account and make payments for the various project activities. A petty cash float, the amount of which is dependent upon the volume of work of the project, will be determined and fixed from time to time for the cashier and purchaser. The cashier will not be allowed to carry project cash/documents beyond the float level. Reimbursement of cash to the cashier will be made against financial documents complete with proper authorizations and submitted to the PCO Administrative Assistant. Reimbursement to the PCO at the Arsi bank account by EOC/DICAC will be made against periodic work progress and financial reports submitted to EOC/DICAC, through its Relief and rehabilitation division program officers, who check the field work reported, and then releases an amount of cash claimed to have been expended.

Purchase and property administration The project office, through its purchaser unit, will be able make purchases of goods to the level delegated to it by EOC/DICAC. There will be a need for an adequate store that helps maintain minimum stock of items required for project implementation. All documents and procedures to be used by the project for the purchase and property administration will be those used by EOC/DICAC or otherwise that decided by EOC/DICAC and will comply with ACT instructions and procedures.

5.4 MONITORING, REPORTING AND EVALUATION The project will be monitored by IOCC on a regular basis through field visits, submission of reports, peer monitoring, meetings and interaction with beneficiaries. EOC-DICAC will ensure the active involvement and participation of the beneficiaries in the implementation, monitoring and evaluation of program activities to ensure progress according to plan and also in order to take corrective measures as deemed necessary. Progress reports will be prepared on a regular basis. IOCC will take full responsibility of preparing and providing progress reports to AEF Co on the basis of the information received from EOC- DICAC the field staff of the project coordination offices and church units.

5.5 COORDINATION

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All relief, rehabilitation and development projects in Ethiopia need to be coordinated and officially approved by the Disaster Risk Management and Food Security Sector (DRMFSS). Once the project is approved by the Federal DRMFSS and the funding level is known, the AEF EOC-DICAC will contact the respective regional DRMFSS, the zonal and district level administration through their project coordination offices and church units to co-ordinate the activities. The zonal and Woreda concerned sector bureaus, administration bodies and the communities will come into the picture and become involved in the implementation of the proposed activities to ensure the full participation of stake holders. EOC-DICAC will also maintain close cooperation and linkage with development actors operational within the program area, and will further network with them to ensure a coordinated implementation of the planned activities and to avoid duplication of effort and unnecessary wastage of resources.

PROJECT DURATION AND IMPLEMENTATION TIMETABLE

This life span of this extension of ETH111 project is 5 months, i.e. from August 1 2012 – December 2012.

Table 8: Activity details and work schedule during the specified period.

Schedule of activities by month Activity June July Aug. Sept. Oct Nov Dec. Jan Feb Mar Proposal writing and submission Proposal approval Hiring & deployment of project staffs Project staff orientation Target groups selection and obtaining the list Implementing rehabilitation Project monitoring Project Evaluation Project audit Final report writing Final report submission

70 5.6 BUDGET: IOCC/EOC-DICAC DROUGHT RESPONSE – Food and agricultural support provided in Diksis, Arsi-Robe and Tena

Requesting ACT member: IOCC/EOC-DICAC Appeal Reference Number: ETH111 Rev 3 Appeal Name: Relief & Rehabilitation Project

EXPENDITURE

DIRECT ASSISTANCE 2nd Revised Appeal 3rd Revised Appeal

No. Unit cost Budget Budget Unit cost Budget Budget Food Distribution Unit units (ETB) (ETB) (USD) Unit No. units (ETB) (ETB) (USD) Food grain purchase and distribution MT 1,575 9,800 15,435,000 907,941 MT 0 0 0 0 Seed purchase MT 88 10,000 875,000 51,471 MT 56 10,000 560,000 32,941 Farming tools provision LS 3,500 221 772,800 45,459 Provision of small ruminants /sheep and goat head 3,500 800 2,800,000 164,706 head 4,000 970 3,880,000 228,235

Water and Sanitation Maintenance and rehabilitation of water points No 10 62,000 620,000 36,471 No 20 70,000 1,400,000 82,353 Pond maintenance and rehabilitation No 2 250,000 500,000 29,412 No 1 387,431 387,431 22,790 Water committee training No 60 1,000 60,000 3,529 No 55 1,000 55,000 3,235 Provision of hygiene and sanitation materials(wuha-agar) L.S 1 35,000 35,000 2,059 L.S 1 35,000 35,000 2,059 Supply of spare parts for water pumps L.S 1 20,000 20,000 1,176 L.S 1 40,000 40,000 2,353 Provision of water pumps (for irrigation) pieces 70 30,000 2,100,000 123,529 pieces 62 23,751 1,472,568 86,622 Training on disaster preparedness and risk reduction No 297 500 148,500 8,735 No 297 500 148,500 8,735 Direct Programme Related Costs Draught Relief Response Coordinator. (@100%) (IOCC) Months 5 17,000 85,000 5,000 Months 6 17,000 102,000 6,000 Team leaders Months 36 5,000 540,000 31,765 Months 6 5,000 90,000 5,294 Zonal Accountant Months 12 5,000 120,000 7,059

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Desk Officer 1 12 8,000 96,000 5,647 Storekeeper Months 5 2,500 62,500 3,676 Months 6 2,500 75,000 4,412 Registrar and cashier Months 5 2,500 37,500 2,206 Months 6 2,500 45,000 2,647 Distributors Months 5 1,000 70,000 4,118 Months 6 2,731 98,316 5,783 Staff provident fund 92,400 5,435 42,731 102,554 6,033 Perdiem for project staff (including in the ongoing project) Months 12 42,000 504,000 29,647 Months 6 25,333 151,998 8,941 Sector bureau experts` perdiem Months 12 9,000 108,000 6,353 Months 6 9,000 54,000 3,176

TOTAL DIRECT ASSISTANCE 24,092,900 1,417,229 9,686,167 569,775

TRANSPORT, WAREHOUSING & HANDLING Transport (of relief materials) Transportation of food grain MT 1,575 1,600 2,520,000 148,235 MT 0 0 0 0 Loading/unloading of food grains MT 1,575 60 94,500 5,559 MT 0 0 0 0 Transportation of seed MT 88 1,600 140,000 8,235 MT 44 691 30,404 1,788 loading/unloading of seed MT 87 59 5,104 300 MT 44 59 2,596 153 Transportation of water pumps MT 62 500 31,000 1,824 Transportation of sheep/goat No. 3,500 30 105,000 6,176 No. 3,500 30 105,000 6,176 Loading/unloading of sheep/goat No. 3,500 6 21,000 1,235 No. 3,500 6 21,000 1,235 Warehouse rent Month 5 35,000 175,000 10,294 Month 6 4,167 25,002 1,471 Car rent (60,000/month/each project) Month 9 180,000 1,620,000 95,294 Month 7 180,000 1,170,000 68,824 Guards Month 5 1,000 5,000 294 Month 5 1,000 5,000 294 TOTAL TRANSPORT, WAREHOUSING & HANDLING 4,685,604 275,624 1,390,002 81,765 INDIRECT COSTS: PERSONNEL, ADMINISTRATION, OPERATIONS & SUPPORT EOC-DICAC staff salaries Commisioner 0.30 12 10,830 38,988 2,293 head Development Dep. 0.30 12 5,621 20,236 1,190 Head Finance Dep. 0.30 12 6,612 23,803 1,400 Head Relief & Rehabilitation Dep. 0.30 12 4,972 17,899 1,053 Accountant 0.30 12 6,000 21,600 1,271

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Logistic Officer/ Stor Keeper 0.30 12 2,487 8,953 527 Secretary 0.30 12 4,015 14,454 850 Driver 0.9 12 2,487 26,860 1,580 Gurds 1.2 12 907 13,061 768 Sub Total 185,854 10,933 Staff Benefits Provident Fund (20%) 37,171 2,187 Per-Diem 25,000 1,471 Insurance 25,000 1,471 Sub Total Staff Benefits 87,171 5,128 Office running Cost Communication (Tel.& Mobile Internet) 1 12 4,079 48,949 2,879 Office Rent 1 12 5,000 60,000 3,529 Office Equipment Maintenance 1 12 2,500 30,000 1,765 Office Supplies 1 12 2,500 30,000 1,765 Postage 1 12 833 10,000 588 IT Supply 1 12 1,250 15,000 882 Vehicle Maintenance 1 12 4,167 50,000 2,941 Bank Charge 1 12 2,500 30,000 1,765 Membership Fee 1 12 833 10,000 588 Monitoring and supervision costs 1 12 8,000 96,000 5,647 1 12 8,000 96,000 5,647 Auditing 1 120,000 120,000 7,059 1 1 120,000 120,000 7,059 Sub total Offce running cost 499,949 29,409 Sub total DICAC indirect costs 216,000 12,706 772,974 45,469

IOCC staff salaries Deputy Country Representative @15% 0.15 12 68,000 122,400 7,200 Senior Program Manager @ 15% 0 12 26,265 47,277 2,781 0.15 12 26,265 47,277 2,781 Finance Manager @15% 0 12 23,732 42,718 2,513 0.15 12 23,732 42,718 2,513 Accountant @15% 0 12 8,636 15,545 914 0.15 12 8,636 15,545 914

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Liaison/Driver @15% 0 12 7,633 13,739 808 0.15 12 7,633 13,739 808

IOCC Office Operations and Support IOCC Office postage/shipment costs/News paper 0 12 1,700 2,040 120 0.10 12 1,700 2,040 120 IOCC Office Rent 0.10 12 59,000 70,800 4,165 IOCC Communications 0 12 34,000 40,800 2,400 0.10 12 34,000 40,800 2,400 IOCC Office maintenance 0 12 9,350 11,220 660 0.10 12 9,350 11,220 660 IOCC Equipment repairs & maintenance 0 12 5,100 6,120 360 0.10 12 5,100 6,120 360 IOCC Bank Charges 0 12 1,700 2,040 120 0.10 12 1,700 2,040 120 Advertising/Branding 0 12 3,400 4,080 240 0.10 12 3,400 4,080 240 Membership Fee 0 12 10,200 12,240 720 0.10 12 10,200 12,240 720 IT Supporter 0 12 1,700 2,040 120 0.10 12 5,000 6,000 353 Security 0 12 20,400 24,480 1,440 0.10 12 20,400 24,480 1,440 Sub total IOCC Support and Admin Costs 421,499 24,794 TOTAL PERSONNEL, ADMIN. & OPERATIONAL SUPPORT 224,339 13,196 1,194,472 70,263

AUDIT Audit of ACT appeal Estimate 1 40,000 2,353 1 40,000 2,353 TOTAL AUDIT 40,000 2,353 Estimate 40,000 2,353

TOTAL Project Budget 29,042,842 1,708,402 12,310,641 724,155 International Coordination Fee (3%) 871,285 51,252 369,319 21,725

TOTAL APPEAL PROJECT BUDGET REQUESTED 29,914,128 1,759,655 12,679,961 745,880

BALANCE REQUESTED (minus available income) 1,0 13,773 -1

EXCHANGE RATE: local currency to 1 USD

74 APPEAL COMPONENT 6: IOCC/EOC-DICAC – SUPPLEMENTAL FEEDING, HEALTH, SANITATION AND EDUCATION IN BOKOLOMAYO REFUGEE CAMP (DOLLO ODO)

6.1 ACTIVITIES

As it is known, IOCC submitted the application to AFE to respond to both drought and refugee crisis in partnership with EOC-DICAC as an implementing partner. Melkadida, Kobe and Bokolomayo camps were selected at Somali regional State of Ethiopia for the refugee component of the appeal.

IOCC, through its private donation, was the first to respond to the refugee appeal which enabled EOC-DICAC and IOCC to second professional international and local staff to support the nutrition, health and WASH program in partnership with IMC. IOCC also mobilized resources outside the ACT ETH111 appeal, including gifts-in-kind and cash to support the activities. Further, sufficient funding response was received from various donors to begin activities associated with the major component of the refugee appeal – construction of a secondary school at Bokolomanyo refugee camp.

In collaboration with concerned agencies and government bodies, IOCC in partnership with EOC- DICAC has achieved several objectives related to the construction and set-up of a secondary school targeting refugee and host community members. IOCC has also contributed tremendously specially at the beginning of the refugee influx in partnership with IMC towards the provision of nutrition, hygiene and sanitation services for refugees.

As donors engaged in putting funding together for ETH111 appeal and funds became available for activities IOCC and EOC-DICAC prioritized school construction activities and the provision of nutrition, hygiene and sanitation servicers to refugees in the Dolo Ado area. IOCC and EOC-DICAC have revised the ETH111 refugee budget for the third time.

1. Deliverables

ETHI 111 Appeal

Completed  1 block of secondary school with 4 classrooms;  1 office block and 1 store with 5 rooms;  120 student desks, 4 black boards, and other educational accessories;  School compound fence with angle iron and barbed wire partly completed;  Staff residence compound fence with angle iron & barbed wire;  One staff residence block with 10 rooms;  School water pipe and water tank;  A total of four EOC-DICAC nurses have been hired in order to provide life-saving nutrition and health services in Kobe and Melkadida refugee camps;  In the area of sanitation and hygiene, IOCC and EOC-DICAC have supported hygiene promotion activities in Kobe refugee camp through the secondment of a public health officers.

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Planned (Activities prioritized for new release of funds)

A team from IOCC and EOC-DICAC- RRAD made conducted a monitoring trip to Bokolomanyo, Kobe and Melkadida camps and has identified some gaps including the following.  Procurement of one generator for school staff residence has been identified as a high priority as there is no power supply provided by the city and all government and non- government agencies are dependent on generator power. Above all, the provision of power supply for staff residence should enhance the security and well being of school staff.  Construction of the school compound fence is 70% but due to the increase in the construction cost some additional funding is required for completion.  There is a need to extend the project end date to December 31, 2012 in order to complete the implementation of remaining activities as well as the project close-out.

Outside ETH 111 Appeal

Completed  1 block school library with 3 rooms;  1 block of school laboratory with 3 rooms;  School compound fence with angle iron and barbed wire partly completed;  Classroom furniture of students desk and writing board;  A qualified school director and 6 other degree-holding teachers have been hired for the newly constructed secondary school put in place.

Planned

 A student sport field (football, Volleyball, and basketball) through funding from the UNHCR;  Furniture of (library tables, shelves and lab equipments etc.) through funding from the UNHCR;  Educational materials (students’ textbooks, reference library books and lab chemicals) and transport to the school site through funding from the UNHCR Activities initially planned

 Construction of 3 blocks with 12 classrooms in Bokolomayo;  Construction of 1 block office and store with 5 rooms in Bokolomayo;  Waterline set-up and erecting water reservoir;  Construction of 1 block school library with 3 rooms;  Construction of 1 block school laboratory with 3 rooms;  Construction of 1 block staff residence with 10 rooms;  Construction of 2 blocks of dry pit latrine and shower for students/staff;  Construction of sport fields (football, Volleyball, and basketball) in the school compound;  Construction of school compound fence with Metal Sheet main get, angle iron and barbed wire;  Purchasing of furniture (library tables, shelves, students’ desks, and lab equipments etc.) and other educational materials (such as blackboards, students’ textbooks, reference library books and lab chemicals) and transport to the school site;  Hiring of 1 director/project coordinator 9 teaching and 9 supporting staffs for Bokolomayo secondary school;

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 Provide for staff allowance and benefits as per the agreement; Avail ten (10) health professionals in supporting IMC in its health, nutrition and sanitation response;  Provide supplementary feeding to 1,500 refugee children;  Provide sanitation material (soap bars, female sanitary napkins/pads and under wears) to 750 females.

6.2 PROJECT IMPLEMENTATION METHODOLOGY EOC-DICAC/RRAD will be the main implementer of this project. IOCC will have a bi-lateral agreement with EOC-DICAC/RRAD and will work in collaboration with UNHCR and ARRA. IOCC, as the primary recipient of funds, will provide monitoring and evaluation in collaboration with UNHCR and ARRA. IOCC/EOC-DICAC’s response will have the following two components – Component I: Secondary education in Bokolomayo camps; Component II: Provide supplemental feeding program and improve the health and sanitation of refugees in Bokolomayo, Kobe, and Melkadida refugee camps.

In component I, the project beneficiaries will be the legible high school Somali refugees and local community secondary school students. To implement the project smoothly and efficiently RRAD will closely follow-up if the teaching learning process is conducted following the education policy of the Ministry of Education and it will look after whether the code of conduct of the UNHCR is duly respected. The beneficiaries are expected to adhere to school’s rules and regulations, to actively participate in the classroom teaching and learning process and in the school co-curricular activities such as participating in anti HIV/IDS club, environmental protection club, Sport club, girls club, etc. The Regional Education Bureau will provide accreditation of the school and administers placement examination for refugees who have lost their certificates while fleeing from their country of origin. The Woreda education office, as stake holder, will conduct close supervision of school activities.

In implementing component II of this response, EOC-DICAC/RRAD will partner with IMC in order to build up on the existing response in Bokolomayo, Kobe and Melkadida camps and avoid duplication of efforts and will collaborate with the efforts of UNHCR and ARRA in these camps.

6.3 INPUTS FOR PROJECT IMPLEMENTATION  Hiring of 1 director/project coordinator 9 teaching and 9 supporting staffs for Bokolomayo secondary school;  Furniture (library tables, shelves, students’ desks, and lab equipments etc.) and other educational materials (such as blackboards, students’ textbooks, reference library books and lab chemicals) and transport to the school site.  The purchased equipments and other education materials will be transported to the school before the opening time.  The capital assets in excess of USD $1,000 is 495,068.53 and the disposition of these assets up on completion of the project will be to the regional government when the project phase out takes over.

6.4 PLANNING, ASSUMPTIONS, CONSTRAINS AND PRIORITIES

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 Tri-partite agreement will be signed  Construction bid will be declared and offer to the least bidder  As soon as the first installment released, procurement of furniture and other educational materials will be conducted  Hiring of Professional teaching and supporting staffs  Accreditation of high school will be granted automatically by Somali Regional Government Education Bureau  There will be time constraint to commence the project on intended time frame.  High priority should be given for construction of all buildings.

6.5 IMPLEMENTING TIME TABLE The new project end date is December 31, 2012

6.6 TRANSITION OR EXIT STRATEGY At the end of the project the school activities will transfer and continue with UNHCR program and DICAC RRAD will continue implementing like the experience in other refugee camps. When their will be durable solution (repatriation) all fixed assets and other materials will be handed over to the local government. Project staff contract will be terminated and compensation payment will be administered.

6.7 ADMINISTRATION AND FINANCE There is an EOC-DICAC-RRAD bank account opened for Education program level with signatories of the EOC-DICAC officials. IOCC will transfer funds to EOC-DICAC/RRAD account for the proposed activities, which in turn will funds transfer to the project against periodic work progress.

Casher will be available at the project sites. A petty cash float, the amount of which is dependent upon the volume of work of the project, will be determined and fixed from time to time for the cashier and purchaser in the project area. The cashier will not be allowed to carry project cash/documents beyond the float level. Reimbursement of cash to the cashier will be made against financial documents complete with proper authorizations and submitted to the PCO Administrative Assistant. Reimbursement to the PCO at the bank account in the project area by EOC/DICAC will be made against periodic work progress and financial reports submitted to EOC/DICAC, through its Education program officers, who check the field work reported, and then releases an amount of cash claimed to have been expended.

Purchase and property administration Furniture and other items needed for the project are purchased at head office level, through its purchaser unit. This will be managed by the committee set under EOC-DICAC/RRAD. All documents and procedures to be used by the project for the purchase and property administration will be those used by EOC/DICAC or otherwise that decided by EOC/DICAC and will comply with ACT instructions and procedures.

6.8 MONITORING, REPORTING AND EVALUATION

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The project will be monitored on a regular basis through field visits, submission of reports, peer monitoring, meetings and interaction with beneficiaries. AEF and its implementing members will ensure the active involvement and participation of the beneficiaries in the implementation, monitoring and evaluation of program activities. Moreover, the various program of the AEF IPs’ will be constantly monitored to ensure progress according to plan and also in order to take corrective measures as deemed necessary. Progress reports will be prepared on a regular basis.

IOCC/EOC-DICAC/RRAD will take full responsibility of preparing and providing progress reports to AEF on the basis of the information received from the field staff of the project coordination offices. A joint evaluation will be done by a team composed of AEF members at the end of the program to assess the impact of the program and to draw lessons to be learnt for future planning. In addition, monitoring, reporting and evaluation will be done by IOCC/EOC-DICAC/RRAD to the donor.

6.9 COORDINATION All refugee related activities in Ethiopia need to be coordinated and officially approved by the Administrative for refugees and returnee affairs (government body), and UNHCR. DICAC-RRAD has already been invited by the UNHCR to implement the secondary education project in Bokolmanyo. Thus, EOC-DICAC/RRAD will liaise with the field office of ARRA and UNHCR and will establish a coordination office in the refugee camp. The zonal and Woreda concerned sector bureaus, administration bodies and the refugee communities will come into the picture and become involved in the implementation of the proposed activities to ensure the full participation of stake holders. AEF IPs (EOC-DICAC/RRAD) will also maintain close cooperation and linkage with other refugee program implementing agencies within the program area, and will further network with them to ensure a coordinated implementation of the planned activities and to avoid duplication of effort and unnecessary wastage of resources. EOC- DICAC/RRAD will also coordinate with IMC and IOCC in implementing component II.

79 6.10 BUDGET: IOCC/EOC-DICAC – Supplemental feeding, health, sanitation and education in Bokolomayo refugee camp (Dollo Odo)

ACT APPEAL - PROJECT BUDGET FORMAT

Requesting ACT member: International Orthodox Christian Charities (IOCC) Appeal Reference Number: ETH111rev3 Appeal Name: Relief & Rehabilitation Project

IOCC/EOC-DICAC ETH111 Refugee Extension budget EXPENDITURE

DIRECT ASSISTANCE Original Appeal 111 3rd Revised Appeal 111 Additional Funding Requested

Unit Budget Budget Unit cost Budget Non Food Items Unit No. units cost(ETB) (ETB) (USD) Unit No. units (ETB) Budget (ETB) (USD) COMPONENT I - Post Primary Education Budget for Bokolomayo Refugee Secondary School, 2011/2012 A.Y School Construction in Bokolomanyo Construction of classrooms (4 classrooms/block) block 3 900,000 2700000 158823.5 block 1 1,200,000.00 1,200,000.00 70,588.24 1 office block and 1 store with 5 rooms Lump sum 1 780,000 780000 45882.4 1 965,000.00 965,000.00 56,764.71 Water pipe set-up Lump sum 1 100,000 100000 5882.4 1 50,000.00 50,000.00 2,941.18 1 library block with 3 rooms Lump sum 1 880,000 880000 51764.7 0.00 0.00 1 laboratory block with 3 rooms Lump sum 1 880,000 880000 51764.7 0.00 0.00 1 staff residence block with 10 rooms Lump sum 1 880,000 880000 51764.7 1 1,200,000.00 1,200,000.00 70,588.24 2 dry pit latrine & shower blocks for students/staff block 2 235,000 470000 27647.1 0.00 0.00 Sports field set-up (football, volleyball and basketball) site 3 64,297 192891 11346.5 0.00 0.00 School compound fence with angle iron & barbed wire Lump sum 1 400,000 400000 23529.4 1 500,000.00 500,000.00 29,411.76 Sub-total: Construction 7282891 428405.353 - 5 3,915,000.00 3,915,000 230,294.12

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0.00 School Furniture and Educational Material in Bokolomanyo 0.00 Library tables and shelves Lump sum 1 150,000 150,000 8,823.53 0.00 200 student desks, 12 black boards, and accessories Lump sum 1 210,000 210,000 12,352.94 Desks 200 210,000.00 210,000.00 12,352.94 Library books and reference materials Lump sum 1 250,000 250,000 14,705.88 0.00 Lab equipment and chemicals Lump sum 1 350,000 350,000 20,588.24 0.00 Lump Generator sum 1 181,800.00 181,800.00 10,694.12

Sub-total: Furniture and Other Educational Material 960,000 56470.5882 391,800.00 391,800.00 23,047.06

School Staff Salary in Bokolomanyo School Director/ project coordinator Person 1 75,240 75,240 4,425.88 0.3 2 6500 3,900 $ 229 Degree Holder Subject Teachers Person 9 42,000 378,000 22,235.29 - $ - Secretary Cashier Person 1 24,000 24,000 1,411.76 - $ - Librarian Person 1 24,000 24,000 1,411.76 - $ - Store & record officer Person 1 24,000 24,000 1,411.76 - $ - 1 Driver Person 1 21,000 21,000 1,235.29 - $ - 4 guards and 1 janitor Person 5 12,000 60,000 3,529.41 - $ - Sub-total: Project Staff Salary 606,240 35661.1765 6,500 3,900 229

School Staff Allowance & Benefits in Bokolomanyo Hardship allowance for 19 staffs Salary 0.40 606,240 242,496.00 14,264.47 0.40 1 3900 1,560 $ 92 Provident Fund for all staff Salary 0.30 606,240 181,872.00 10,698.35 0.30 1 3900 1,170 $ 69 Medical Insurance for new teachers Person 19 2,500 47,500.00 2,794.12 - $ - Staff uniform (Driver, guards & Janitor.) Person 6 700 4,200.00 247.06 - $ - Top up payment for Deputy Director Lump sum 12 400 4,800.00 282.35 - $ - Sub-total: Allowance & Benefits 480,868.00 28286.3529 1 2 7,800 2,730 161

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TOTAL: COMPONENT I 9,329,999.00 548823.471 4,313,430 253,731.18

COMPONENT II - Health, Sanitation, Hygiene and Nutrition Nutrition/Hygiene (6 months) Supplemental Feeding (IMC) Children 1,500 250 375000 22058.8 - $ - Soap Bars and Sanitary Napkins/Pads/Underwear (IMC) Females 750 50 37500 2205.9 Lump Other hygiene and sanitation material (IMC) Lump sum 1 676,000 676000 39764.7 sum 1 340,000 340,000 20,000 Sub-total: Nutrition/Hygiene 1088500 64029.4 - 1 340,000 20,000

Emergency Response Staff (6 months) Health and Nutrition Personnel Seconded to IMC Person 5 9,700 48500 2852.9 Person 4 9,700 465,600 27,388 Sanitation and WASH Personnel Seconded to IMC Person 5 9,700 48500 2852.9 Person 1 9,700 29,100 1,712 Sub-total: Emergency Response Personnel 97000 5705.9 494,700 29,100

Emergency Response Staff Allowance & Benefits Hardship allowance for 10 staff seconded to IMC Salary 0.40 582,000 232800 13694.1 - $ - Provident Fund for all staff Salary 0.30 582,000 174600 10270.6 - $ - Medical Insurance Emergency Response Personnel Person 10 2,500 25000 1470.6 - $ -

Sub-total: Emergency Response Staff Allowance & Benefits 432400 25435.3 - - TOTAL: COMPONENT II 834,700 49,100 Direct Programme Related Costs Drought Relief/Refugee Response Coordinator (IOCC)@50% month 8 17,000 136,000 8000 month 14 17,000 119,000 7,000 Senior Program Manager (IOCC) @15% month 8 26,265 31,518 1854 month 12 26,265 47,277 2,781 Finance Manager (IOCC) @15% month 8 23,732 28,478 1675.2 month 12 23,732 42,718 2,513 Accountant /Admin Officer(IOCC) @15% month 8 8,636 10,363 609.6 month 12 8,636 15,545 914

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Liaison Officer/Driver (IOCC) @15% month 8 7,633 9,160 538.8 month 12 7,633 13,739 808 M&E (20%) (EOC-DICAC/RRAD) @20% month 6 10,000 12,000 705.9 month - 10,000 0 0 Finance Officer (20%) (EOC-DICAC/RRAD) @20% month 6 9,500 11,400 670.6 month 12 9,500 22,800 1,341 Driver (20%) (EOC-DICAC/RRAD) @20% month 6 4,000 4,800 282.4 month 12 4,000 9,600 565 Sub-total: Staff 28,200 1658.8 270,679 15,922

Provident Fund for all staff (IOCC) Lump sum 0.20 12,678 2,535.52 149.15 Lump sum 0.20 238,279 47,656 2,803 Medical Insurance (IOCC) Person 1.60 5,000 8,000.00 470.59 Person 1.10 5,000 5,500 324 Staff Transportation Allowance (IOCC) (1.6 person time) month 8 800 6,400.00 376.47 month 1 800 10,560 621 Severance (IOCC) Lump sum 1 1,585 1,584.70 93.22 Lump sum 1 29,785 29,785 1,752 lump Provident Fund for all staff (EOC-DICAC/RRAD) lump sum 0.30 1,659 497.65 29.27 sum 0.30 32,400 9,720 572 Medical Insurance Emergency Response Personnel (EOC-DICAC/RRAD) Person 0.60 2,500 1,500.00 88.24 Person 0.40 2,500 1,000 59 1206.933 Sub-total: Staff Benefits 20,517.87 36 104,221 6,131

Vehicle Rental (IOCC) days 16 1,600 25600 1505.9 Vehicle Rental (EOC-DICAC/RRAD) days 32 1,600 51200 3011.8 day 32 1,600 57,600 3,388 Perdiem (IOCC) - 4 persons days 16 210 3360 197.6 day 16 215 3,440 202 Air fare (IOCC) Trip 8 2,550 20,400 1,200 Lodging (IOCC) - 4 persons days 10 250 2500 147.1 day 10 250 2,500 147 Perdiem and Lodging (EOC-DICAC/RRAD) - 4 persons days 32 350 11200 658.8 day 32 350 11,200 659 Air fare (EOC-DICAC/RAAD) Trip 2 2,550 5,100 300 Fuel (IOCC) days 1 10,000 10000 588.2 day 1 10,000 10,000 588 Fuel (EOC-DICAC/RRAD) days 32 1,300 41600 2447.1 day 32 1,300 41,600 2,447 Sub-total: Travel 145460 8556.5 151,840 8,932

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IOCC Office Rental @10% month 8 17,000 136,000 8000 month IOCC Office Utilities @10% month 8 26,265 31,518 1854 month IOCC Office postage/shipment costs/News paper @10% month 8 23,732 28,478 1675.2 month 12 1,700 2,040 120 IOCC Communications @10% month 8 8,636 10,363 609.6 month 12 34,000 40,800 2,400 IOCC Office maintenance @10% month 8 7,633 9,160 538.8 month - - 0 0 IOCC Equipment repairs & maintenance @10% month 6 10,000 12,000 705.882353 month - - 0 0 IOCC Bank Charges @10% month 6 9,500 11,400 670.588235 month 12 1,700 2,040 120 IOCC Advertising @10% month 6 4,000 4,800 282.352941 month - - 0 0 IOCC Miscellaneous @10% month 6 1700 10200 600 month 12 1,700 2,040 120 Lumpsu EOC-DICAC/RRAD Advertising m 1 3,000 3,000 176

General running costs (phones, Internet, etc.) (EOC- DICAC/RRAD) month 6 3500 21000 1235.29412 month 12 - 0 0 Office Supplies (EOC-DICAC/RRAD) month 6 2000 12000 705.882353 month 12 2,000 24,000 1,412 Bank Charge (EOC-DICAC/RRAD) month 12 200 2,400 141 Communication (EOC-DICAC/RRAD) month 6 2000 12000 705.882353 month 12 2,000 24,000 1,412 Miscellaneous (EOC-DICAC/RRAD) month 6 2000 12000 705.882353 month 12 1,000 12,000 706 Sub-total: Admin & Support 286,919.20 16,877.60 6,607

Direct Programme Related Costs 37,592

TOTAL DIRECT ASSISTANCE 14,189,462.00 834,674.24 0.00 0.00 0.00 5,148,130.00 340,422.91

TRANSPORT, WAREHOUSING & HANDLING Transport (of relief materials)

Transport of hygiene and supplemental feeding (IMC) Trips 1 50000 50000 2941.17647 Trips 1.00 50,000.00 50,000.00 2,941.18

84 ACT Appeal: Ethiopia IOCC/EOC-DICAC Drought Response - ETH111 Rev. 3

Handling Wages for labourer for hygiene and supplemental feeding material Lump sum 1.00 10,000.00 10,000.00 588.24 TOTAL TRANSPORT, WAREHOUSING & HANDLING 60,000.00 3,529.41 0 1 50,000 50,000 2,941 AUDIT Audit of ACT appeal Estimate TOTAL AUDIT 0.00 0.00 0.00 0 0

TOTAL Project Budget 0 1 50,000 5,198,130 343,364

International Coordination Fee (3%) L.S 169,823 9,990

TOTAL APPEAL PROJECT BUDGET REQUESTED 5,367,953 353,354

BALANCE REQUESTED (minus available income) 20,366.75

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APPEAL COMPONENT 7: CA/AFD – WATER, LIVESTOCK AND CAPACITY BUILDING PROVIDED IN MIYO DISTRICT

7.1 ACTIVITIES OF THE PROJECT FOR DROUGHT AFFECTED BY CA/AFD The main activities of the humanitarian response are geared towards live saving through supply of water to the 12,000 community in critical water need as all the water sources in their premises are depleted and exhausted due to the prolonged drought impact. In connection with this, to enhance safety of water, water treatment chemicals such aqua tabs and water containing jerry canes are provided to 2,000 households.

Conducting water rationing for 12,000 people for a period of 60 days through the renting of four tanker trucks and a support light vehicle, recruitment of four water monitors, procurement of four plastic water tanks for water dumping, 2,000 jerry cans, and 18,000 sachets of aqua tabs. The rate of water distribution will be five liters /day/ person, as per the local standard.

Destocking through slaughter will be carried out on 900 heads of livestock with the undertaking of such tasks the establishment of four destocking centers, procurement of the necessary tools and sanitary facilities, participatory identification of beneficiary households, payment of Birr 800 for each slaughtered animal, carcass removal, etc. are under taken

A three day Capacity building training for 10 local government and project staffs will be carried out at project woreda on emergency humanitarian standards such SPHERE and HAP

The following are additional planned activities in the under subscribed appeal: - Procurement of eight donkey carts and distribution to already identified villages - Installation of plastic water tankers already available in the villages at appropriate sites. - Procurement of two new plastic water tanks and installing them on the Hiddi health centre

7.2 IMPLEMENTATION METHODOLOGY The main organ for the implementation of the project will be the AFD office in Borena zone and the field team at Miyo, who will be working in close coordination with other emergency actors, particularly the woreda emergency task force in Miyo, with a view to avoiding duplication. The intervention will give due consideration to reaching the unreached, and adding value to existing interventions. From AFD side, the emergency project coordinator plays facilitation role and coordinated the implementation of the project with other actors. The district task force and the kebele management structures play coordinating and integrating roles as well as monitoring the implementation of the project; particularly the kebele structures expected play role in transparent screening of the beneficiaries.

The beneficiaries of the project will be selected with the participation of all stakeholders including the beneficiary communities themselves. Due consideration will be given to the involvement of vulnerable

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Rates and modalities of distribution will be in accordance with the locally applicable norms, which at times may not meet the international standards for obvious reasons. Humanitarian accountability principles will be applied, as appropriate and if not justified based on reasonable factors in connection with the specific contexts at ground.

7.3 INPUTS FOR THE INTERVENTION

Staff required for the intervention and their roles No Position Quantity Role played 1 Emergency 1  Organize and lead the project implementation process project  Manages the planning, implementation & coordination of the project coordinator  Communication, networking and collaboration with other actors and the project holder  Responsible for overall communication, preparation & submission of project reports 2 Water 4  Follow up of water tracking tanker tracks monitors  Recording time, quantity and quality of water, fuel usage and beneficiaries at each sites  Lead the driver to potential water sources and damping stations

Material and logistics inputs Includes, renting of four water tanker tracks, one light vehicle for logistic support for the tracks such transportation of fuel from town to project site, procurement and supply of four plastic water tanks for water dumping purpose and procurement and supply of sanitation facilities such as water purification chemical, jerry canes as well as slaughter de-stocking tools.

7.4 IMPLEMENTATION TIME TABLE & TRANSIT AND EXIT STRATEGY The project will be implemented over a period of two months starting from August 2011. It is envisaged that the project will be completed within in two months starting from March 2012

Transit and exit strategy AFD is currently not only being involved in emergency response in the area but also have been intervening in the woreda for the last some four years in development as well as some rehabilitation works. Optimistically, it is also expected to begin the short rain season in the mod of September, which might change the current gloomy pictures in the area possibly in improving the availability of water.

Adoption of appropriate and manageable technology, institutionalization of participatory monitoring systems as part of the project, linkage with the relevant sector from the beginning and the commitment of same to provide backstopping support after the project phase out will be considered as transit and exit strategy.

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7.5 ADMINISTRATION & FINANCE - PME Christian AID is expected to transfer the project fund to exiting AFD organizational bank account as soon as possible immediately after securing the fund from the back donor in as the very short period of the project might affect smooth implementation at the end. AFD have immense experience in managing emergency project fund such type for more than a decade

Monitoring, Reporting and evaluation A participatory monitoring and evaluation of the project will be instituted involving all stakeholders. Possible indicators will include the quantity, quality and timely delivery of inputs, involvement of beneficiaries, quality and relevance of information and communication, targeting of the vulnerable, level of coordination with other stakeholders, immediate effects of the intervention in terms of meeting the objectives of the project, etc.

These and others will be tracked through daily bases implementation progress recording, monthly updates and terminal report at the end of the project. Field observations by AFD, CA, and LD staff case studies, and participatory reviews might be considered as means of monitoring and learning. Though the project period was envisaged for two months, the project coordinator is recruited and deployed for one additional month for close arranging close up and exit directions, terminal report witting; in connection with this his salary planed for three months.

7.6 COORDINATION Implementation of the overall project will be coordinated zonal task force with active participation from each partner in the action. AFD already works closely, and will continue to do so, with local implementing government and other partners, other humanitarian NGOs, the UN, government and other stakeholders. Regular emergency coordination meetings will help coordinate and share knowledge among potential actors. Early warning information will also be shared with the government and other NGOs. At national level AFD participates in Pastoral Forum Ethiopia and other relevant sectoral taskforces or fora including ECHO-RDD partner coordination meetings chaired by FAO, who provide technical backstopping under the Regional Drought Decision. At a zone and woreda level, AFD plays an active role in taskforces, steering committees and technical and coordination meetings between key actors; updates on activities, resources, reports and other relevant information will be shared here. All interventions will be coordinated with local government mandated sector offices.

7.7 PROJECT BUDGET/INPUTS Various material, financial and human resources will be mobilized for the successful implementation of the project. A procurement plan will be developed for the items to be procured. An Emergency Supervisor will be specifically recruited for the project, he/she being supported by the existing staff at various levels, and the relevant LDs.

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The oversubscribed appeal for CAE/AFD will be used for additional intervention called enhancing local capacity of water harvesting in Miyo Woreda, Borena Zone. It will require additional budget of 5,577.00GBP

Budget: CA/AFD – Water, livestock and capacity building provided in Miyo district Description type of Unit # of unit budget units cost ETB ETB USD Direct Assistance Water rationing Rent of tankers vehicle…) for 60 days track day 240 1'750 420'000 24'852 Fuel for 4 tanker truck (100 litres/truck/day) days 60 8'000 480'000 28'402 1 Water monitor for 4 tracks days 60 400 24'000 1'420 Purchase of water M3 3'600 15 54'000 3'195 Rent for Support vehicle for water tanker tracks (inclusive of fuel) day 60 2'000 120'000 7'101 Subtotal 1 1'098'000 64'970 Dumping facilities Plastic tanker 4 18'500 74'000 4'379 Water purification material Sachet 18'000 4 63'000 3'728 Jerry cans Pcs. 2'000 40 80'000 4'734 Sub-total sanitation facilities 217'000 12'840 Total WASH 1'315'000 77'811 Slaughter destocking Animals 900 800 720'000 42'604 Tools for slaughter destocking animals 900 25 22'500 1'331 Subtotal slaughter 742'500 43'935 Humanitarian standards (HAP, SPHERE) training for Local government & staffs participants 10 1'500 15'000 888 Subtotal direct assistance 2'072'500 122'633 Direct program related costs - Salary for supervisor/coordinator month 3 8'000 24'000 1'420 Total salaries 24'000 1'420 Per diem for project staffs month 2 7'000 14'000 828 Total per diem 14'000 828 Total staff salary, per diem 38'000 2'249 Transport, warehousing & handling… Transportation of materials (roto tankers) pcs 4 6'250 25'000 1'479 Transportation of water purification satchels & other tools) days 3 2'000 6'000 355 Subtotal transportation & warehousing 31'000 1'834 Indirect costs Utilities, communication & miscellaneous month 2 5'000 10'000 592 Total indirect cost 10'000 592 TOTAL PERSONNEL, ADMIN. & OPERATIONAL SUPPORT 103'000 6'095 Audit of ACT appeal 15'000 888

Total budget 2'190'500 129'615 International Coordination Fee (3%) 65'715 3'888

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TOTAL APPEAL BUDGET 2'256'215 133'504 Purchase of donkey carts Pcs 8 6’000 48’000 2’787 Purchase of plastic tanks Pcs 2 20’000 40’000 2’332 Pipes and fittings LS 15’000 871 Local masonry and plumbing works LS 13’405 778 Transportation of materials Trips 2 10’000 25’905 1’504 Other running costs LS 10711 622 TOTAL 153,021 8’883

APPEAL COMPONENT 8: ACT ETHIOPIA FORUM APPEAL COORDINATION

The ACT Ethiopia Forum (AEF) will act as the main coordination body between the ACT members in the country. Members of the ACT Forum in Ethiopia are Dan Church Aid (DCA), EOC/DICAC, EECMY/DASSC, Bread for the World (BftW), Christian Aid (CA), Church of Sweden (CoS), EED, Finn Church Aid (FCA), ICCO & Kerk in Actie, IOCC, Lutheran World Federation (LWF-DWS), Norwegian Church Aid (NCA). In December 2009, AEF members have signed Memorandum of Understanding (MOU) with the exception of Swiss Inter church Aid (HEKS), which has temporarily withdrawn its membership of the forum. The MOU has laid down the basis for working modalities, mechanisms and the procedures to be adopted by the forum.

Among the 12 members of AAEF, two are local member organizations; namely, the Ethiopian Orthodox Church – Development & Inter Church Aid Commission (EOC- DICAC) and the Ethiopian Evangelical Church Mekane Yesus – Development & Social Services Commission (EECMY-DASSC). The other ten members are International organizations.

Following the establishment of AEF in September 2006, a Coordination office was established at the same time with the objective of serving its members by being as channel of communication and to be able to disseminate situation updates, and facilitate discussion and information sharing among members on humanitarian appeals and issues.

Since its establishment in 2006, AEF has been actively engaged in humanitarian assistance and emergency relief activities through its local church based member organizations. In 2008-2009 it had implemented ACT Appeal AFET81 which was a major program in addressing the humanitarian crisis in selected regions. Terminal evaluation of the program was carried out in April 2010 by an external consultant. A self assessment of strengths and weaknesses focusing on the program was also conducted Right after the signing of the MOU in December 2009, members felt the need for having a strategic plan that shows the future directions and strategies and areas of focus. The Strategic Plan document (SP) is nearing completion which is designed with the objective of strengthening the forum and to formalize its organizational set up for improved and better coordination, communication and networking. It is also assumed that the SP will transform AEF, upgrade its working methodology, and bring about transformational changes in its future directions and activities.

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The ACT Ethiopia Forum coordinator in consultation with the lead agency and with members responsible for the implementation of this appeal will do regular follow up and monitoring visits in order to provide visibility on the progress of the implementation and to identify aspects that need to be improved, and make the necessary corrections, if needed. Accordingly, the forum coordinator will organize and facilitate quarterly meetings with the appeal implementing members. Likewise, the coordinator of the forum will pay joint monitoring visits with the ACT Ethiopia Forum members together with the appeal implementing members to representative woredas/districts opportunity with a view to observe the progress of the program and more importantly for cross learning, to ensure inter-institutional coordination, and to document and ascertain the visibility of the actions and the situation. Furthermore, the regular meetings of the ACT Ethiopia Forum will provide opportunities for sharing progress reports and experiences and for learning related to the implementation of the project.

The actions will also be coordinated with the Federal Disaster Risk Management and Food Security Sector (DRMFSS), local administrations, agencies of the UN system and other national and international actors present in the regions in order to ensure coordination of actions and sharing of information, avoid duplication of actions and beneficiaries, and promote ongoing monitoring of the crisis. All information produced by the Humanitarian Country Team will continue to be received and shared among all members of the ACT Ethiopia Forum. Coordination with other partners on the ground will be necessary to avoid duplication of efforts as well as to foster learning from each other’s experiences.

All relief, rehabilitation and development projects in Ethiopia related with refugees need to be coordinated and officially approved by the Administration of the Refugees and Returnees Affairs (ARRA) of the Federal Government. Once the project is approved by ARRA, the EECMY DASSC will contact the respective regional, the zonal and district level administration through their project coordination offices and EECMY SES church unit to co-ordinate the activities. All stakeholders including the camp administration bodies and the refugees will come into the picture and become involved in the implementation of the proposed activities since then to ensure the full participation of stake holders.

At the beginning and at the end of the program there will be meetings with the beneficiary communities in order to plan actions and to discuss and learn their feelings of the humanitarian response operation.

91 Budget: ACT Ethiopia Forum appeal coordination

Original Budget Revised Budget

Expenditure Unit Unit Type of No. of Budget Budget Type of No of Budget Budget cost cost unit units ETB USD unit units ETB USD ETB ETB Coordination Staff Coordinator (full time) salary & insurance months 8 22,000 176,000 10,445 months 8 22,000 176,000 10,445 Sub total 176,000 10,445 176,000 10,445 Meeting and Progress review Forum meetings snacks meetings 24 255 6120 363 meetings 24 255 6120 363

Meals and beverages for progress review meeting 40 persons for 2 persons 80 340 27,200 1614 persons 80 340 27,200 1614 days at Addis level with all actors

Hall rent days 2 550 1,100 65 days 2 550 1,100 65 Stationary l/s 1,020 61 l/s 1,020 61 Accommodation and meals (3 nights time 15 persons) days 45 425 19,125 1,135 days 45 425 19,125 1,135 Transport 15 persons persons 30 200 6,000 356 persons 30 200 6,000 356 Sub total 60,565 3,594 60,565 3,594 Capacity Building Training in collaboration with DCA Capacity Building Training on Disaster Risk Reduction (DRR) for project staff and local government line offices (35 persons*6days x persons 35 3,840 134,400 7,976 persons 35 3,840 134,400 7,976 640 ETB/day in Hawassa)

Half day training on complaint handling mechanism (50 persons*ETB persons 50 250 12,500 742 persons 50 250 12,500 742 250/person*5 districts)

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HAP Meetings and follow up visits Coordination meetings (3 field, 2 Addis) Meetings 5 1,000 5,000 297 Meetings 5 1,000 5,000 297

Follow up visits (Car rental, Fuel and DSA training materials) days 20 3,500 70,000 4,154 days 20 3,500 70,000 4,154 Training materials 11,750 697 11,750 697 Human Resource for capacity building – 15% of DCA staff time DRR Projects Manager Months 3 4,125 12,374 734 Months 3 4,125 12,374 734 Procurement officer Months 3 2,620 7,860 466 Months 3 2,620 7,860 466 Finance officer Months 3 5,400 16,200 961 Months 3 5,400 16,200 961 Fund raising Program Officer Months 3 5,031 15,094 896 Months 3 5,031 15,094 896 Communication Officer Months 3 2,620 7,860 466 Months 3 2,620 7,860 466 Sub total Capacity Building (DCA) 17,391 17,391 Forum Joint Project monitoring review Travel allowance 5 persons @ETB250/day days 10 250 2,500 148 days 10 250 2,500 148 Accommodation 5 persons @ ETB 170 days 9 170 1,530 91 days 9 170 1,530 91 2 vehicles rent for 10 days days 20 2000 40,000 2,374 days 20 2000 40,000 2,374 Fuel for 2 vehicles @ ETB 600/day each days 20 600 12,000 712 days 20 600 12,000 712 Sub total 56,030 3,325 56,030 3,325 Communication/promotion of ACT Visibility Sign boards for project areas including ACT Alliance’s and involving pieces pieces 16 4,680 74,880 4,444 members’ logo T-shirts with emergency intervention messages including the ACT pieces pieces 250 140 35,000 2,077 Alliance’s and involving members’ logos

Cape with the ACT Alliance’s and involving members’ logos pieces pieces 250 70 17,500 1,039

Stickers with the ACT Alliance’s and involving members’ logos pieces pieces 1000 35 35,000 2,077

Banners with relevant message (e.g. when launching projects, pieces pieces 25 468 11,700 694 distribution sites etc)

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Leaflets/brochure (general information on the activities) including piece piece 1000 5.85 5,850 347 the Act-logo A photographer to hire days days 8 4095 32,760 1,944 Documentation/publication (Terminal evaluation Document) pieces pieces 30 50 1,500 89 A communication person (consultant) to coordinate the activities as well as to visit sites and write stories. E.g.: This person may organize days days 8 1800 14,400 855 information from all ACT Ethiopia Form, design the brochure and publication and make ready for print. Vehicle rent @ ETB 2,500/day for 20 days days days 20 2,500 50,000 2,967 Fuel for the vehicle for 20 days @ETB 600/day days days 20 600 12,000 712 Translator for 8 days days days 8 253 2,024 120 Radio/TV air time (3 airtime for 3 minutes each)@ ETB 30,000/air Air time Air time 4 30,000 120,000 7,122 time Sub total 412,614 24,487 Administration and support Desk Top computer units 1 15,000 15,000 890 units 1 15,000 15,000 890 Office furniture l/s 1 17,000 17,000 1,009 l/s 1 17,000 17,000 1,009 Office stationary l/s 1 8,500 8,500 504 l/s 1 8,500 8,500 504 Office rent months 12 600 7,200 427 months 12 600 7,200 427 Communications Telephone and Internet months 12 4250 4250 252 months 12 4250 4250 252 Visibility materials l/s 8,500 504 l/s 8,500 504 Sub total 107,200 6,362 107,200 6,362 Audit 10,000 1,483 10,000 1,483 Intermediate total 409,795 42,601 822,409 67,088 International coordination fee 3% 12,294 730 24,672 1,464

Total project budget 422,089 43,330 847,081 68,552

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APPEAL COMPONENT 9: ACT ALLIANCE EXTERNAL EVALUATION OF APPEAL PROJECT IMPLEMENTATION

ACT Appeals with at total target of 5 million USD or above are subject to an external evaluation. However, since the ACT Secretariat has issued three appeals to respond to the drought at the Horn of Africa, a decision was made to have commission an external evaluation which would cover the Appeals for Somalia, Kenya, and Ethiopia. Each Appeal will provide some support to the comprehensive evaluation with a total budget of 75,000 USD. The contribution from the Ethiopia Appeal is 30,000 USD. A detailed budget for the external evaluation will be developed and can be sent upon request.

APPEAL COMPONENT 10: ACTIVITIES TO BE UNDERTAKEN BY NCA/EECMY-DASSC IN LIBEN DISTRICT

Due to delay in securing very limited part of requested fund and overall situation change because of heavy rains that caused damage on water sources in the area, activities to be undertaken by NCA/EECMY-DASSC in Liben district will be rehabilitation of two rainwater harvesting ponds instead of relief food distribution.

10.1 CRISIS PERIOD Activity 1.1: Purchase, transport and distribution of 1,575 MT of cereal, 47.25 MT of edible oil and 157.5 MT of pulse to 35,000 affected people for 3 months. Standard food ration package is made available to the targeted 35,000 people for 3 months at the rate of 15kg cereal, 1.5kg pulse & 0.45 kg edible oil per month per person.

Activity 1.2: Purchase, transport and distribute 165.375 MT of supplementary food of the right quality at the rate of 4.5kg per person per month for 3 months. By undertaking this, Nutritional need of 12,250 people is met for 3 months.

Sub activities to be performed under the above two activities are summarized hereunder:  Gender sensitive Recruitment and training of emergency staff  Communicating project plan to the concerned Federal, Regional and local authorities and obtaining permission for the intervention,  Obtaining list of target beneficiaries in each kebele,  Selection of distribution sites in each kebele,  Procurement, transportation and distribution of purchased relief items to the project areas  Compilation of beneficiary list and agreement on schedule of distribution dates with beneficiaries and local authorities and according effect the relief food distribution,  Monitoring visits to recipient communities before and during food distribution and periodic reporting

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 Awareness raising of target groups on HIV/AIDS, HTP, Gender equality & protection during relief food distribution

10.2 PROJECT IMPLEMENTATION METHODOLOGY OF NCA/LPDA

NCA/E will be responsible for bidding; purchasing and transporting of relief food items to the stores in Negelle, then LPDA will take over and transport to the distribution sites. The main implementer of the project on the ground will be the LPDA office at Negelle town in Liben district. To effectively implement the project LPDA will recruit and employ emergency personnel comprised of the emergency response coordinator, team leader, registrar, food distributor/community facilitator, store keeper, cashier/accountant, driver and store guards. The project staff will take the primary responsibilities for effective implementation of the project. Also an Emergency Response Task Force will be established at District level which will lead the action and facilitate support from the government side. The same structure will be in place in all of the intervention kebeles. The District Taskforce, which includes all the relevant district cabinet members and the project team leader, will take the facilitation, coordination and supervision/monitoring role. Roles and responsibilities of the taskforce will focus mainly on ensuring effective management of relief operation with a view to address the severe food shortage to avert loss of lives.

The District Taskforce also takes the lead in organizing the Emergency Response Task Forces at kebeles level that will mainly be responsible in leading the screening of the beneficiaries and distribution of the relief food to their respective communities in a transparent manner. Before establishment of the kebele task force by the community and relief food distribution, the district taskforce will organize an awareness raising program for the community and make clear that:  The task force is responsible to lead selection process of the right holders by the community full participation transparently,  During right holders selection priority should be given to poorest and most needy people, such as female headed households with large family members, destitute, sick, disabled, elderly, etc.,  The ration rate includes 15 kg of cereal, 1.5 kg pulses, 0.45 kg edible oil per person per month, and in addition 4.5 kg supplementary food for malnourished children, lactating and pregnant mothers, elderly and sick people per person per month  During food distribution preferably mothers and female headed households will be encouraged to receive the ration as they are responsible in feeding the family,  There is complaints handling mechanism to complain if the set standards are not met,  The task force members should include men, women, youth, elderly in a balanced manner, to follow up and make sure that fair distribution of food to the selected target groups as per planned,  The code of conduct to be followed by the staff and involved stakeholders,  The Do No Harm and sphere standard principles to be followed in the humanitarian interventions

The district taskforce also closely follows up the proper and fair distribution of food items to the identified target population through monitoring during food distribution. The target groups of the project will be selected with active participation of the community in a transparent way, by gathering the kebele communities and clearly explaining the selection criteria. Due consideration will be given to

96 ACT Appeal: Ethiopia IOCC/EOC-DICAC Drought Response - ETH111 Rev. 3 the selection of vulnerable groups such as malnourished children, lactating and pregnant mothers, the elderly, PLWHAs, etc, in terms of inclusion, through assessing their nutritional status. Sphere Standards in food aid, Code of Conduct, the Do No Harm principles will be applied, as appropriate and if not justified based on reasonable factors in connection with the specific context on the ground.

Cross-cutting issues such as gender and HIV&AIDS are also an integral component of the emergency response. During relief food distribution a schedule will be arranged for awareness raising on equal participation and protection of women, on HIV and AIDS & HTPs prevention and control. To ensure the delivery of a gender-aware response, gender is mainstreamed along the project management cycle, including planning/design, implementation, monitoring, and evaluation. Contingent upon the availability of HIV&AIDS data at the relevant district offices, the emergency response will mainstream HIV&AIDS by giving special attention to those living with HIV&AIDS during the beneficiary identification and food distribution.

To ensure accountability and transparency, Complaints Handling Mechanism, will be implemented in the intervention sites. This will ensure that the target populations of the emergency response are well informed about what they can expect from NCA/LPDA, about their rights to complain if these standards are not met from NCA/LPDA’s side, and informed on how to complain. Considering the fact that an overwhelming majority of the beneficiary population in the areas of intervention is illiterate, both the Code of Conduct and the Complaints Handling Mechanism will be communicated verbally to food aid recipients before distribution commences.  Gender balance will be ensured in the recruitment of emergency staff and in the assignment of assessment team and emergency task force and be part of the process, to ensure the relevance of the interventions to the particular needs of the target groups.  The emergency staff and the task forces members will be given informative awareness raising on CoC and sign to fulfill and respect the principles,  Women staff/kebele task force members will always be present during beneficiaries selection process and relief food distribution,  Female staff/task force members will have separate information meetings with female beneficiaries,  Female staff/task force members will be trained as CoC/complaint monitors and supported to effectively undertake the task,  CoC/complaint monitors will arrange community CoC/complaint system information meetings,  The post relief food distribution monitoring team members from different levels will be gender balanced,

10.3 INPUTS FOR PROJECT IMPLEMENTATION

Staff needed for the project and their roles

S.N. Position Title Quantity Role 1. Emergency 1  Organize, coordinate and lead the project implementation coordinator  Responsible in managing the field staff and all emergency operations,

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 Responsible for communication and networking with local actors including government  Responsible for preparation and submission of progress & final narrative and financial reports 2 Project Team 1  Responsible in leading the field staff for proper, efficient and Leader effective distribution of the relief items,  Ensure that the eligible beneficiaries received the required amount of food on time,  Responsible for proper handling of the relief items,  3 Registrar 1  Register prospective beneficiaries of the project prior to start of food distribution  Keep records of the daily food distribution activities (the amount of food distributed and number of beneficiaries)  Recording the daily achievements of the commodity distribution activities and reporting the same regularly  4 Distributer/Commu 1  Facilitate the relief food distribution as per planned, nity facilitators  Make sure that the relief food distributed to the selected beneficiary,  Avoid misuse and wastage of the relief items, 5 Store Keeper 1  Provide necessary warehouse management and support to the project  Properly receives, withdraw the relief commodities, record, update and keep stock and been cards,  Ensure cleanness of the store and proper handling of the relief commodities 6. Cashier/accountant 1  Properly manage petty cash of the project,  Use and keep proper financial documents,  Timely report and settle the accounts, 7 Driver 1  Responsible to take care of the car and provide the necessary service for effective implementation of the project, 8. Guards 4  Safeguard warehouses from being damaged and theft,

Materials needed for the project  Assign one field vehicle with driver for proper follow up and implementation of the project.  Renting of warehouse(s) at Negelle Borena town to use as a central store.

10.4 PLANNING ASSUMPTIONS, CONSTRAINTS AND PRIORITISATION

Possible assumptions related to the project and possible measures to be taken to mitigate the potential negative impacts on the project are as follows:

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 The required quantity of food items are available in the market  Prices of grains and transportation cost remain relatively unchanged during the project period  Proper and fair targeting of the needy population  Obtaining operational agreement timely from relevant Government Authority  Securing the required fund in time from back donors

The strategies suggested to tackle the anticipated risks include;  To invite and involve as many suppliers as possible including those outside of the center during the bidding process.  NCA/E Office will collect and retain information on the desired grains and transport suppliers and available quantities prior to the start of the procurement and transport process.  If there happens to be an increase in the prices of food items and transportation costs or if the requested amount of funding is not received from funding donors, the project may resort to reducing the volume of purchases and as a result reduce service to some of the relatively better off beneficiaries.  Most of the time targeting is a challenge. To prevent such problems from occurring in the project under consideration, the project field responsible persons will closely work with the kebele emergency response taskforce who will effectively be involved in identification and verification of the direct beneficiaries.  To secure timely operational agreement NCA/LPDA will approach the concerned government bodies as soon as the project gets endorsed by the funding donor.

10.5 IMPLEMENTATION TIMETABLE

The project will have a time frame of four months including preparation from September – December, 2011. Activity details and their sequence of implementation during the specified period are indicated in the table below.

Rehabilitation of the two water schemes will be undertaken from Mid-February to end of June 2012.

Schedule of activities by month Activity August September October November December Collection of base line information  Proposal writing and submission  Proposal approval  Hiring & deployment of project staffs  Food procurement process  Food transportation process  Project staff orientation  Target groups selection and obtaining the list  Food distribution    Project monitoring     Project Evaluation 

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Project audit  Final report writing  Final report submission 

10.6 TRANSITION OR EXIT STRATEGY

Hopefully, the Hagaya rain that usually occurs in October-November, will take place and enable the waster and pasture replenish/regenerate contributing to the recovery of livestock. Also Short maturing crops may be planted and harvested in January/February, which is expected to bridge the food gap in the areas. In addition to the life saving activities, LPDA is in the process of soliciting funds for some mitigation and rehabilitation activities that will strengthen the coping mechanisms of the community. LPDA will gradually scale down its intervention in the target kebeles and eventually withdraw by handing over the intervention results to the respective local government bodies and the communities. After the implementation period, the project will be handed over to the community, Community Based Institutions (CBIs) and to the local government by considering each stakeholder capacity in order to roll out the project’s output/outcomes alive after the life time of the project. To make this happen, every water point will have a water and sanitation committee. All completed water points with identified number of beneficiaries shall be officially handed over to each water and sanitation committee on behalf of the beneficiaries per pond. Each water point shall be managed and owned by the users.

10.7 ADMINISTRATION & FINANCE

The fund will be transferred from the donors to NCA/Oslo, which in turn will transfer the fund to the NCA/E Office based on the program cash flow budget. The NCA/E Office will utilize part of the fund for purchasing and transporting the relief food items and then transfer the remaining fund to the LPDA office through its bank account based on the cash flow budget of the project. The LPDA office has its own cashier, accountant and store keeper who control the income and expense of the project. Monthly finance report will be received by the NCA/E Office with the necessary supporting documents and NCA/E will submit the interim and final finance and narrative reports to NCA/Oslo and AEF Coordination Office.

The fund has been transferred from ACT Alliance CO. to NCA/E, which in turn will transfer the fund to EECMY-DASSC based on the program cash flow budget to be utilized to rehabilitate the water sources and strengthen management of the water schemes. The EECMY-DASSC has its branch Office in the area that will implement and report as per planned.

10.8 MONITORING, REPORTING & EVALUATIONS

Participatory monitoring and evaluation will be an integral part of the project implementation. All pertinent stakeholders will be involved in planning, monitoring and evaluation of the project activities and its progresses. Project evaluations, involving both the project stakeholders and partners, will be conducted at the end of the project in order to observe the changes brought about in the lives of the households benefiting from the food distribution. NCA program and finance personnel will monitor

100 ACT Appeal: Ethiopia IOCC/EOC-DICAC Drought Response - ETH111 Rev. 3 progresses of the project at the field level at least two times during project implementation i.e. at the beginning, middle and at the end of the project period. NCA/EECMY-DASSC will make use of standard formats for reporting in line with the requirements of the partnering agencies.

The project staffs in coordination with each kebele emergency response and risk mitigation task force will be responsible for collecting and analyzing monitoring data. The composition of the task force at kebele level, among others, includes kebele administrator/manager, health extension workers, development agents, women association representatives, religious leaders or elderly people. The project coordinator and team leader, along with their core task of leading the overall project activities, will be responsible for compiling activity reports while financial reports of the project will be taken care of by the cashier/accountant of the project.

A baseline study will be conducted at the beginning of any action by the proposed project. The major aim of the baseline study will be to capture major characteristics of the target population pertaining to the indicators mentioned in the Log frame pertaining to food distribution. The data gathered and complied in the form of baseline survey report will primarily be employed to assess changes brought about by the project’s intervention on the target population in the course of implementation.

Both interim and final narrative and financial reports will be submitted to NCA/E by EECMY-DASSC office and NCA/E in turn will compile and provide activity and financial reports to AEF and NCA/Oslo. The overall performance of the project will be evaluated by an external evaluator as per the proposed time frame by the ACT Co-coordination Office.

10.9 COORDINATION

Coordination within the project and other partners

The emergency response /rehabilitation project will be implemented under the close supervision and management of the EECMY-DASSC offices in Negelle, while the NCA/E country program in Addis Ababa will assume the overall responsibility of its management and execution, including all the monitoring, evaluating, and reporting tasks to ensure attainment of the objectives. The project will maintain its own team of 11 (4 responsible staff from the Branch Office of DASSC and 5 short term staff) short-term staff, including a coordinator and team leader who will report to the EECMY-DASSC who is the overall responsible person on the ground. The NCA/E country office is also responsible to administer and control the finances and ensure timely delivery of food items as well as provide technical support.

Coordination with other partners on the ground will be necessary to avoid duplication of efforts as well as to foster learning from each other’s experiences. DASSC Branch Office will coordinate with the local government, relevant district offices, direct beneficiaries, target communities, throughout the project cycle. Zonal level coordination will be necessary to ensure interventions are in line with set priorities. To this end, NCA/EECMY-DASSC will share area responsibilities attend such coordination meetings and share project activities and progress at federal, regional and local level. At the kebele level, the local authorities will be actively involved in the Emergency Response and Risk Mitigation Taskforce in the beneficiary selection verification.

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10.10 BUDGET- NCA/EECMY-DASSC EMERGENCY WATER SCHEMES REHABILITATION response for Liben district

EXCHANGE RATE: local currency to 1 USD = Eth Birr 17.173 EXPENDITURE Type No. Unit Cost Budget Budget Expenditure Type No. Unit cost Revised actual budget DIRECT ASSISTANCE Unit Units Eth. Birr Eth. Birr USD Unit Units Eth. Birr Eth. Birr USD Food purchase 2 Ponds rehabilitation No. 2 576,000 1,152,000 67,079 Assorted Tools for maize/sorghum, 35,000*15*3 MT 1575 8,000 12,600,000 735,981 No. 340 98.53 33,500 1,951 construction Capacity building Person Oil 35000X0.45x3 MT 47.25 40,000 1,890,000 110,397 88 160.00 14,080 820 training s Pulse 35000*1.5*3 MT 157.5 20,000 3,150,000 183,995 ------Sup. food 12250x4.5x3 MT 165.375 15,500 2,563,313 149,726 ------Subtotal construction Subtotal food 20,203,313 1,180,100 cost 1,199,580 69,850

Direct Program Related Costs Direct program cost Project personnel Personnel coordinator /1/ month 4 6,000 24,000 1,402 Field supervisor month 4 4,000 16,000 932 Team leader/1/ month 4 5,000 20,000 1,168 4 Forman month 4 12,000 48,000 2,795 Registrars/1/ Month 4 3,500 14,000 818 Provident fund month 4 1,600 6,400 373 Distributors/1/ month 4 3,500 14,000 818 Storekeeper/1/ month 4 3,500 14,000 818 Hardship allowance month 4 4,800 19,200 1,118 Cashier/accountant/1/ month 4 4,000 16,000 935 Insurance month 4 320 1,280 75 Driver /1/ month 4 3,500 14,000 818 Guards(4) LS 6,800 27,200 1,589

Staff compensation LS 34,560 2,019 Compensation 5,333 311 Medical &other benefits 34,560 2,019 Medical month 4 800 3,200 186

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Subtotal Personnel cost 212,320 12,404 99,413 5,790

Total Direct Assistance 20,415,633 1,192,504 Total direct assistance 1,298,993 75,640 Community free labor contribution 150,000 8,734

Total direct cost 1,448,993 84,374

TRANSPORT, WAREHOUSING &

HANDLING Transport of food items to Ngelle MT 1,945 1,900 3,695,500 215,859 Transport from Negelle to sites MT 1,945 600 1,167,000 68,166 Loading/unloading of relief food MT 1945 240 466,800 27,266 Field Vehicle rental cost Month 4 45,000 180,000 10,514 Rent of warehouse Month 4 21,000 84,000 4,907 fumigation cost of relief food LS 229,000 13,376 TOTAL TRANSPORT, WAREHOUSING 5,822,300 340,088 & HANDLING Indirect Costs: Personnel, Administration, Operations &

Support NCA Relief coordinator salary 30% month 4 5,677 22,708 1,326 NCA Chief accountant salary 30% month 4 5,677 22,708 1,326 NCA logistic officer salary 30% month 4 4,700 18,800 1,098 NCA field car diver salary 30% month 4 3,800 15,200 888 DASSC Branch Office LPDA Director salary 60% month 4 6,000 24,000 1,402 director 25% Month 4 1,400 5,600 326 Program coordinator LPDA Logistic officer salaries 50% month 4 2,500 10,000 584 Month 4 938 3,752 218 15% LPDA Chief Accountant salary50% month 4 3,500 14,000 818 Finance Officer (15%) Month 4 857 3,428 200 Cashier/Secretary Supporting Staff salaries/Top up month 4 24,000 96,000 5,607 Month 4 600 2,400 140 (10%)

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Person Office Expenses Trainer allowances 4 2,000 8,000 466 s DASSC BO core Staff Office rent month 4 2,000 8,000 467 Month 4 5,000 20,000 1,165 monitoring expenses NCA monitoring Office Utilities month 4 4,000 16,000 935 20,000 expense Month 2 10,000 1,165 Project Vehicle running Office stationery month 4 2,000 8,000 467 Month 4 10,000 40,000 2,329 cost including fuel Communications Audit fee session 1 10,000 10,000 582

Telephone and fax month 4 4,000 16,000 935 Communications month 6,000 4 1,500 349 Office supplies session 1 11,179 11,179 651

Monitoring & Evaluation Utility expense month 4 1,500 6,000 349 Project monitoring expense month 3 32,000 96,000 5,607 Office rent month 4 3,000 12,000 699 EECMY-DASSC & Branch Office 111,815 6,511

Admin. expenses NCA admin cost 79,868 4,651

Project evaluation expense LS 60,000 3,505

TOTAL Indirect costs: Personnel 427,416 24,966 340,042 19,801 admin & Operational Support Audit of ACT appeal LS 30,000 1,752

TOTAL AUDIT 30,000 1,752

International Coordination Fee (3%) 800,860 46,779 50,689.63 2,951.71

Including community Total project budget 27,496,209 1,606,089 1,839,724.63 107,126.71 contribution

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